Team coaching Archives - Phoenix Training & Coaching

Breaking down Silos and creating a sense of One Team – No. 2 in our Top Tips for Team Leaders

Our first article covered how we worked with a Management Team to build trust/relationships, the first pillar of a high performing team, based on Lencioni’s Five Dysfunctions of a Team model. This post focuses on building understanding and empathy across sub teams within a team, helping to break down silos and creating a sense of One Team. Many functions or departments in organisations are made up of sub-teams, and frequently there can be a pattern of working in silos. To start to break that down, and get everyone focusing in the same direction, it’s important to understand the different team’s perspectives. A key activity we ran to build relationships, trust and empathy was Lands Work™ to help the different sub teams, previously working in silos, to stand in each others’ shoes, and hear from each team (then play back) for example: – What is important to them? – What challenges they face – What help or support they need […]

Top Tips for Team Leaders – Building relationships and Trust in your team (No. 1 in our Top Tips series)

How did we get HERE? – Top Tips for Team Leaders “Empowered” “Connected” “Encouraged” “Bolstered/supported” “Safe space so can ask for help” “Better alignment on priorities” “Another level of trust” “Stronger as a united team” “We have each other’s backs” “I feel more appreciated/valued” What would it be like to have YOUR team saying these things about each other and how they are working together? These ‘closing out’ quotes came at the end of a recent team coaching day, following a year working with a Management Team in a challenging industry. This short series will take you through what we did over 4 full day sessions, and some things that YOU can implement in your teams to move the dial towards even higher performance. Based on Lencioni’s Five Dysfunctions of a Team model, we always start by focusing on building trust and relationships in the team. And we mean real, vulnerability-based trust, rather than just the predictive or transaction-based trust that many operate on in the business world. That means getting to know the human behind the role. Trust/Relationships – How? – We start every session with the team with a proper check in: How are you, really? What do you need? It grounds people, gives them permission to be fully themself, whatever state they’re in, and helps teammates be aware of what’s going on for each other. […]

Successful Partnership Working – Top Tips video series

We often work with teams and partnerships.... and we've noticed some common pitfalls in how they operate, meaning that the road to success can be a lot bumpier than you'd hoped. So we produced a series of videos with some Top Tips on how to make your partnership and team working more effective. Intro video Watch the rest of the series of 7 Top Tips below, plus the wrap up video. Tip #1 for Successful Partnership Working - on the subject of the project/team/partnership mandate Tip #2 for Successful Partnership Working - on the subject of the shared vision for success Tip #3 for Successful Partnership Working - on HOW you work as a partnership/team Tip #4 for Successful Partnership Working - on making sure your team really does add up to more than the sum of its parts Tip #5 for Successful Partnership Working - on understanding your stakeholders Tip #6 for Successful Partnership Working - on team vs. individual results Tip #7 for Successful Partnership Working - on effectively reviewing or checking in with progress - without micro-managing! Wrap up - and how we could help YOUR partnership/team That's it - do message us on [email protected], or comment below, if you'd like a FREE no strings 30 minute call to explore your needs and ask us some questions.

Difference, differentiation and diversity.

Diversity of uniqueness As Garry Turner’s (The Listening Organisation) recent newsletter to subscribers pointed out, there is a lot of pressure in modern society to be ‘different’ or to stand out to be ‘the best’. ‘Differentiation’ has emerged alongside this, with companies and technology now seeking to tailor make their products or services to particular groups, subsets, demographics or even at the extreme to individual needs. We’re being told from so many angles that ‘being different is good.’ And yet as Garry points out, being different can also be polarising and separating. He goes onto explore connection as the antidote to difference or differentiation. I had a different thought when I read his views. Whilst I wholeheartedly embrace the importance of connection as an antidote to difference or differentiation, it also made me question whether there was another way to achieve it. What I get excited by is ‘diversity of uniqueness.’ This is where we have the possibility of celebrating everyone’s unique gifts and talents, accepting and welcoming our diversity of physical and mental ability, sexuality or gender, ethnicity, thought, cultures and backgrounds etc. And more than that – the possibility of acknowledging all of these as varied and valid expressions of humanity, whilst rejoicing in our connection as humans and our common humanity. Commonly, current diversity programmes and initiatives seem to focus primarily on ensuring there is equal (or at least more diverse) representation in the workplace of genders in particular, with increasing focus on ethnicity. This is hugely important and needs tireless work on this and extensions of the principle (LGBTQ+ inclusion as one example.)What seems to be less in the spotlight is the simpler act of celebrating the diversity of thought, experience, [...]

A Systems approach to team success: Lessons from the Thai cave rescue

Recently I worked with a team who are working to deliver a joint project together. They had a project plan, actions and Leads for each area. Good progress was being made. Then an unexpected absence by one Lead meant that certain actions weren’t completed, and the project fell behind. I was curious about this from a Systems point of view. In Systems work, Roles belong to the system (team in this case) and not to individuals. So, the role of performing this Lead task belonged to the system rather than the person who took it on. What’s interesting is that when the system was disrupted in some way, the role was not taken up by anyone else in the system, with consequences for the project. Systems are regularly disrupted for a variety of reasons: People joining or leaving a team, sickness or accidents, new information or priorities, etc. So, I wondered about what had happened in my client team when their system was disrupted and came up with some options which I later explored with the team. Lack of clarity on team purpose – what they were here to do Lack of buy in to the team purpose (not unifying or compelling enough?) Lack of awareness of what each Lead was doing and where they were up to (was there a process in place to keep each other updated?) Focus on individual vs. the team objectives/results (so that perhaps a heavy workload for other members of the team/system may have meant they didn’t stop and check, or have time to pick up additional tasks as they prioritised their own projects.) And then I wondered what would have happened, or perhaps DID happen, in the recent [...]

How hard do you push your team members?

"Trust is knowing that when a team member does push you, they're doing it because they care about the team." Patrick Lencioni We've been working a lot recently with teams who through building trust and relationships are arriving at a place of healthy, constructive conflict in service of maximising team achievement and results. If trust is absent, many will either avoid putting their head above the parapet and openly disagreeing with others or pushing you harder, or will push in a way that is destructive and counter-productive. By building strong relationships based on deep trust, it becomes okay to disagree or to push others - and yourself - harder, because there is a shared goal or purpose towards which you are working. And disagreement or a push is more likely to be viewed as 'just another perspective' rather than potentially destabilising when you know it's because they just want the best for the team result. How deep are the relationships and trust in your team? How do you know they are deep enough to allow healthy conflict? How do you encourage creative conflict so that people can have their say? What are your experiences of the impact of trust - or its absence - in teams?