SYSTEMIC TEAM COACHING

We coach the entire team system, enabling significant shifts for individuals and the team from average to high-performance.

Systemic Team Coaching -High Performance Teams

Alone, we can do so little. Together, we can do so much.

–unknown

Coaching has been used in organizations as a way to either support star performers or to deal with remedial issues. But both of these approaches focus on just one person as being the “hero” or the “villain” on a team receiving the coaching.

We see a better way. 91% of leaders interviewed by The Center for Creative Leadership for its team survey consider teams the crucial units to their organizations’ success. We believe that coaching is maximized when it is not applied to just one individual, but rather when the coaching client is the team itself.

In systemic team coaching, we coach individual team members, along with the team itself, over a 6-12 month period of time. We foster systemic change through multiple interventions that align organizational and human dynamics on both the individual and a team level.

Getting the task-side of collaboration right (role clarity, goal-setting, decision norms, accountability) is essential to solid team performance. However, it takes more to reach high-performance levels. Achieving high levels of flow, collective intelligence, and creativity on a team means getting the relational side of collaboration right too. That’s a much tougher challenge for many teams, as it requires a culture of “psychological safety” where team members can be honest with each other without fear of judgment or embarrassment.

Our systemic approach focuses on attitudes and skills essential to building high-performing team cultures:

  • We help each individual on the team (through self-reporting, stakeholder interviews, and 360 reviews) to identify her/his next developmental “edge” for growth and then we coach the individual with those few critical goals in mind
  • By coaching individuals, we better understand the nuances of relationships on the team which adds to our ability to align task and relationship issues
  • By working with different team members and the team as whole, we constantly get a wealth of current, relevant, real-life data that powerfully supports individual coaching processes
  • Unresolved interpersonal conflict will dominate team dynamics. When needed, we conduct mediated conversations between individual team members where the relationship is stuck and in need of a third-party for additional support, skill-building, and conflict resolution
  • We design and deliver interventions/workshops for the team itself oriented at inviting honest conversations on a variety of topics, including: individual sharing about growing self-awareness, cultivating collaborative intent, the nature of relationships on the team and what could make relationships stronger, resolving conflict, as well as enhancing the level of trust and collaboration on the team overall.

Cultivating The Collaborative Advantage For High-Performance Teams

Collaboration is more than coordinated effort and cannot be mandated. It’s a choice people make – or not. Creating and maintaining the right conditions – culturally, structurally, and interpersonally – is easier said than done.

Teams that live the collaborative advantage, among other things, share a sense of purpose and vision, openly and timely process disagreement and hold each other accountable. They also:

  • Build on each others’ ideas in ways that invite creativity and innovation
  • Drive decision-making that’s based on collective intelligence where the group is smarter than their smartest individual
  • Establish and live deliberately developmental cultures where achieving results and growing professionally and personally all happen simultaneously

We designed a Collaborative Capacity Survey with Resonance Strategies, an online research partner that explores rational and emotional factors in people’s decision-making. The survey explored what encourages team members to be team players. 12 dimensions critical for moving teams from average to high-performing levels were identified.