Team Coaching • Leadership Coaching • Executive / Business Coaching
“We can invite our client into a perspective shift that dislodges his/her comfortable (and limiting) structure of interpretation. This is simultaneously disorienting and liberating. A human can see only so much from within his or her world. By freeing the client from the constraints of the current view, a new view is possible that can lead to dramatic new insights and possible actions.”
“How well team members collaborate with other team members, and how well teams collaborate with other teams, will greatly impact the success of any project and therefore any organization. Creating a collaborative workplace takes time and committed leadership, but the results are worth the effort. Undeniably, the future of organizations is in the hands of teams, and team coaches are the key to turning up the dial of collaboration, which is the primary driver of team effectiveness and performance."
“Running on autopilot is a function of our conditioning - the subconscious part of ourselves that has been conditioned by thoughts, patterns, and beliefs. It is only when you are conscious that you are able to 'see' yourself - a process of self-awareness that can suddenly reveal so many of the previously hidden forces constantly at work molding you, manipulating you, and holding you back."
“Leaders and people at all levels in all systems are increasingly presented with disruptive challenges and changes that require them to let go of old patterns of thinking and behavior and to sense new future possibilities. How do we confront these challenges and cross human developmental thresholds? It will require a new quality of awareness and attention: attention not only to 'what' we do and 'how' we do it but to the inner source from which we operate - which for most of us is a blind spot.”
“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare. Leaders nod their heads as they seem to grasp the truth of the statement while simultaneously surrendering to the impossibility of actually making it happen. And that is where the rarity of teamwork comes into play. The fact remains that teams, because they are made up of imperfect human beings, are inherently dysfunctional"
"Doing the right thing poorly is painful for high achievers. It’s much more satisfying to do something well, even if it is not the best use of your time. Moving your A game to a new level or in a new direction takes humility, it takes practice, and it takes patience (not necessarily your strong suit). But it is a necessary step on the road to doing the right thing well.”
"Often work groups are labelled as teams, but they act like independent people who happen to be in the same function, group, location, etc. We view high performance teams as groups of people who work together in interdependent ways and continuously ask 'what must we do together to meet our goals?' Successful teams need to be clear about where they are going, how they will get there, and to know when they have arrived.”
" Companies have traditionally emphasized leadership competencies, not team competencies. Frequently we see executives who are strongly turf-oriented and who prioritize the success of their function or division above that of the organization. Correspondingly, team members may be willing to take advice only from higher-ups, not recognizing the vital role of peer-to-peer feedback. All that needs to change. The transformation of an organization must begin with the transformation of its teams; team leaders and members must commit to new behaviors."
We live in an era of rapid change and opportunities. For nearly four decades, the VUCA World model ( volatile, uncertain, complex, and ambiguous ) provided a common base to working, thinking, and making sense of the world in general. However, today we find ourselves increasingly concerned about how we reasonably deal with a seemingly chaotic world - and the VUCA model no longer holds up. A new approach to navigate and manage all our political, organizational, social, economical, and cultural systems at scale has never been more needed.
Stephen Grabmeier describes BANI ( B:rittle, A:nxious, N:on-linear and I:ncomprehensible) as a new and more relevant model. BANI paints a clear picture of how the world looks to us today, and it makes each aspect of the old model more tangible.
The BANI characteristics can be distilled down as: i) dealing with system brittleness requires collaborative capacity and resilience, ii) addressing anxiety asks for empathy and presence, iii) nonlinearity calls for context and agility, and iv) incomprehensibility demands transparency and intuition.
The characteristics of BANI are synchronous with many of the core attributes of high performance teams. A perspective shift of how things really are lays the groundwork to understand why a high performing team mindset in any organization is key to surviving and succeeding in the chaos - real or perceived.