Transitional Executive Leadership and High-Performance Team Coaching
Transitional Executive Leadership and High-Performance Team Coaching
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J. Richard Hackman, one of the world's leading experts on group and organizational behavior, argues that teams perform at their best when leaders create conditions that allow them to manage themselves effectively. Without five critical factors in place, team transformation to a high-performing level is unlikely.
In my role as a high performance team coach, my goal is to spark team members to support and encourage each other's perspectives, skills, and strengths to drive success and results. Ultimately transcending the 'why' and 'what' and 'who' pertaining to team effectiveness, I am committed to the 'how' a team becomes high performing and impactful.
I'm a huge advocate for organizational 'teamship'. In fact, I place almost as much value on teamship skills as leadership skills. Increasingly, the most effective leaders are those that emphasize collaboration and departmental interdependencies over authority/control and siloed self-interest mindsets.
An important aspect of my approach is to assist the team develop collective and individual self-awareness and emotional agility (EQ). High performing teams within the coaching container we co-create inherently espouse soft skill development such as strong interrelatedness, trust & safety, and collaboration traits. Development of these, and other team success drivers/effectiveness traits, help unify the team to better embrace risk, uncertainty, non-linear thinking, and conflict. By extension, this allows teams to be more bold in their thinking and exploration of new ideas.
Ultimately, the high water mark is reached when a team has a generative effect on the organization. A remarkable outcome of high-impact teams is a solid foundation to acquire organizational emergent foresight - essentially having the necessary skills to envision and navigate what is fuzzy, out-of-sight, and just around the corner.
Team Coaching – the client is the team and not the individuals who make up the team. The team benefits from the focus on team effectiveness and performance as a collective, rather than individually.
Team goals capture a shared purpose and vision of the organization with a deep understanding that learning and development growth of the team is greater than the sum of individual growth.
Group Coaching – the clients are individuals that receive coaching in a group setting and benefit from sharing with others; The goal is individual learning / development / success that contributes, improves, or advances some operational aspect within the organization.
At BREAKOUTcx, I do not offer prescriptive one-size-fits-all, intensive off-site team building programs, or cookie-cutter team facilitative services. Nor is my approach 'overly' absorbed in team diagnostics, assessments and psychometrics.
Together, we build a team success partnership supported by a proven program structure, referred to as the coaching container. The program is underpinned by an interdependent coaching framework and coaching model, which together, help shape the team’s performance and success drivers. My team coaching approach is designed to meet the team where they are and where/what they aspire to become. A key component is a unique, transparent and flexible partnership agreement that is built on trust, commitment, and a mutual thirst to succeed.
Foundational elements of a successful team coaching partnership:
During the critical early phases of a coaching partnership, there can be more facilitative engagements with the team to ensure organization / sponsor clarity and commitment to the purpose, design, and capacity of the team:
1 Is the team ready to be coached? Is the team a team, or a working group or a pseudo team? Does the team have the requisite structure, purpose, and support to become effective and high performing?
2 Does the team understand what role is expected of the team coach? Is there vagueness about the role of team coaching in contrast to consulting, training, or mentoring?
3 Is there professional alignment and chemistry between the team coach and the team members, the team as a collective entity, and the internal /external stakeholders?
Leadership must pivot and embrace, rather than react to, uncertainty and change by emphasizing collaboration, agility, and interdependencies in the organization.
Driven by engaged leadership, organizations that adopt a teamship philosophy to build/support effective and high performing teams have a much higher rate of success.
Teams need to evolve from being reactive to being pro-active. The transformation can start and end at various stages and milestones - at the point of dysfunction, floundering, functional, effective, high performing, and ultimately impactful.
'Emergent Foresight' is incubated in high-impact teams that equip themselves with strategic nimbleness and agility to navigate through uncertainties and non-linear occurrences. Supported by team coaching, a high-impact team can co-elevate the entire organization to develop emergent foresight – a critical organizational success trait needed to face the challenges of a BANI world
High performance team coaching is not a repeatable process nor a training exercise. Depending on where the team is at on its evolutionary journey, what management expects it to accomplish, and how the organization and relevant stakeholders measure success - determines the team coaching approach. My team coaching stance is flexible, adaptable, and emergent while at the same time, anchored in proven team coaching methodologies, skills, and experience.
... by creating an authentic team connection, a team energy, and a team mindset that together create a collaborative and fearless drive to go the extra mile and produce better outcomes
... by replacing a stagnant reactive/coping mindset with a proactive and predictive one that builds on a team culture of creativity, courage, and collective initiative
... by prioritizing continuous professional and personal learning, development, growth, and a co-accountability
... by developing a genuine commitment to agile collective decision-making processes with shared outcomes
... by employing dynamic resource adjustments and corrections to address changes, threats, and opportunities - including tapping into support and resources external to the team (teaming out)
... by challenging each other to embrace risk, conflict, and uncertainty as laid out in the team-generated charter - and underpinned by trust, safety, candor, and experimentation
... by revealing to Leadership, i) the value in celebrating innovation, ii) the need to embrace failure as learning, and iii) that bold collaboration and emotional agility are positively contagious
The BREAKOUTcx approach starts with revisiting the organization's goals and purpose to ascertain the level of alignment with a teamship mindset. The framework includes a series of stages that form the backbone of the team’s development journey. This system offers flexibility to support all levels and types of teams regardless of the organization type, where they are at, or where they might be starting from. The approach allows the team to move through, at an appropriate and adaptable pace, the stages that best support its performance and effectiveness development.
Instead of tackling team problems and dysfunctions with ineffective and out-dated approaches, the team becomes increasingly self-organizing and gravitates toward generative change processes. The high-impact team paves the way for organizational change to become less episodic, linear, and planned - and more continuous, emergent, and generative.
My coaching stance leverages proven team coaching models grounded in real-world experience and best practice research from international thought leaders on team coaching. The acumen and depth of my coaching is also attributable to the knowledge, experience, and exceptional team coaching skills training acquired from one of the leading team coaching schools in the world – TCS out of London UK.