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Team Coaching A Case AnalysisTeam Coaching A Case AnalysisPresented by

Michael Fahie – Kate Lanz - Rosa Krausz

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The Global The Global Australia Australia

BankBank

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Presentation in four parts

Team Background and Problem Formulation…………. Michael Fahie

Possible interventions and likely outcomes………….....Kate Lanz

Possible interventions and likely outcomes ……………Rosa Krausz

What actually happened………………………………….Michael Fahie

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Background• 2003 - Global Australia Bank

undertook a major restructure• Executive recognition that

business were isolated from each other (silos)

• Executive recognition that the Pencil sharpener business is crucial to all GAB businesses

• Formation of Pencil Sharpening Managers Team (14 members) to act as an interface between the Pencil Sharpener business and other businesses

• January 2004 Executive recognition that the model was not proving successful

Business Banking

Collections

Risk

Mortgages

Cards

Retail Bank

Pencil Sharpeners

GAB GAB

GAB GAB

PSM

PSM

PSM

PSM

PSM

PSM

Michael Fahie

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Background continued

• March 2004 new manager appointed• March 2004 Executive team coach engaged• April 2004 SWAT Analysis (Strengths, Weakness, Advantages, Threats) of

the team’s performance

Problem FormulationCurrent situation unsatisfactory because:• Initiatives are taken without an overall guiding framework or structure• Outcomes and benefits are not being reached• There is no overall and consistent terminology • Poor communication between the PSMs• conflict and misunderstandings• Atmosphere of distrust

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Causes of performance problems: • Historical attitudes developed as a consequence of the previous manager’s

command and control leadership style

• Poor integration of three teams into one

• Lack of clarity regarding who is the actual leader

• Distrustful of each other

• ‘Jockeying’ for status.

• Not co-located

• Individuals not perceiving themselves as members of a team

Michael Fahie

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Priority goal

Development of a highly effective team that has a coordinated and unified approach to improving engagement between the pencil sharpener business and the broader business community.

Michael Fahie

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KATE LANZ’S COMMENTS

Groups and teams are working at 2 levels all the time:

RATIONAL – the conscious mind (mainly visible)

IRRATIONAL – the unconscious mind (mainly invisible)

Unconscious dynamics can have as big an impact on the group’s ability to achieve a task as the conscious / rational.

Helping a group understand what goes on in the unconscious

realm can help them achieve their tasks more effectively.

Kate Lanz

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Understanding Unconscious Dynamics

There are a number of models that look at what is going on

in a team beneath the surface...

One model that is relevant to this case is William Bridges’ concept of transition.

By transition, Bridges means the psychological and emotional journey that people undergo during organizational change.

Kate Lanz

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CHANGE

External process – something new is announced or takes place, e.g. organisational restructure, a different boss is appointed.

Change vs. Transition

TRANSITION

Internal process – psychological and emotional journey individuals and groups must take to let go of the old and truly embrace the new.

“It isn’t the changes that do you in, it’s the transitions”

William Bridges in Managing Transitions: Making the Most of Change (1995)

Kate Lanz

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Phases of Transition

There are three phases in the process of transition:

different people go through them at different paces

Ending

Neutral Zone

New Beginning

Time

Kate Lanz

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The 3 stages of transition

VISION

ENDING

NEUTRALZONE

BEGINNING

Kate Lanz

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ROSA KRAUSZ’S COMMENTS

***My Theoretical Orientation Coaching is a learning experience where the awareness of both coaches

and coachees is expanded

Coaching is the art of capturing implicit information that is contained within the explicit

Techniques can not substitute for an open, ethical, trustworthy, results oriented coach/coachee relationship.

Coaching techniques (listening, reflecting, feedback, questioning, generating options, providing information, asking powerful and challenging questions) encourage coachees to reflect and find their own answers

R.R.Krausz

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*** My Theoretical Orientation (continued)

Coaching is an alliance designed to reach meaningful goals

Team coaching focuses on the whole (team), the parts (members) and their interactions

The purpose of team coaching is to develop group cohesion and a sense of belonging that simultaneously facilitates individual growth and group sinergy.

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*************The magic of team coaching is triggered by the willingness of the group to find

constructive and transforming options to reach the intended results

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R.R.Krausz

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*** Background Information as I percieve it The PSM group was turbulent and under pressure due to the Global

Australia Bank having undertaken a major restructure

The PSM group members were suddenly transformed from three teams with three different managers to one “team”, under one manager

The previous manager of the PSM’s resigned and there was confusion as to which of the two remaining managers would lead the team. Within a few weeks one of them was appointed as the leader with the other appointed as his deputy.

The newly appointed Leader identified the following performance problems• previous Leader’s command and control style• poor integration of the three teams into one• mistrust• individuals not perceiving themselves as members of a team

R.R.Krausz

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*** Priority Goal Defined

Development of a highly effective team able to provide effective services to their internal clients and the broader business community

R.R.Krausz

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*** Check/Expand Available Information

Interview the current head of Pencil Service Managers(Aim – to obtain his perceptions of the group’s performance problems, discover his expectations, how he viewed his role, the extent to which he would participate in the coaching process and his defition of a “highly effective team)

Observe the group in action• In regular team meetings• Interactacting with the leader

Interview each of the 14 Members of the PSM Team( Aim – to compare perceptions, impact of changes on current and past performance problems, willingness to participate in a coaching process and explain/clarify the coaching process)

Interview key people as required (E.g. HR, clients, senior managers)(Aim – to obtain an outsiders perspective)

R.R.Krausz

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*** ACTION PROPOSAL

1. Aim – to develop a clear and objective perspective

4 coaching sessions with the head of the Business Service Manager

Purpose:• To reflect about his role as a leader and team builder.• To discover alternatives to dealing with distrust, conflicts and

members feelings of not belonging • To discuss perceptions about strengths and limitations, challenges,

management style, interaction with group members. • To discover personal and professional learning and development

needs

R.R.Krausz

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*** ACTION PROPOSAL (continued)

4 coaching sessions for each of the 14 members

Purpose:• To reflect about their roles ( team development, advisors to other

businesses, GAB employees, professionals).• To discover how their behaviours impact on both individual and group

performance.• To understand the leader's effectiveness in dealing with group performance

problems.• To discover personal and professional learning and development needs• To access the organization and team’s openness to cultural and structural

change

R.R.Krausz

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*** ACTION PROPOSAL (continued)

2. Aim – to facilitate the group’s transformation into a team

Phase 1. Identify the functional and disfunctional aspects of current performance of the members of the team as seen:

By the groupTechniques: Participatory Action Research (PAR) and Appreciative Inquiry (Discover)

By the clientsTechnique: Structured Interview (each participant will interview his/her clients to hear what they have to say about the pervieved quality of services)

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*** ACTION PROPOSAL (continued)

Phase 2. Discover:

Process, analyse and discuss the collected data to identify what works well and what does not.

Envision: The processes that will enhance performance/results

Phase 3. Plan • Develop a viable action plan • Obtain the necessary resources to support the plan• Reflect on members’ contribution to a successful implementation of the plan• Determine required learning and developmental needs

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*** ACTION PROPOSAL (continued)

3. The group as a team

Phase 1. Implement • Team members enter a contract to implement the action plan (specifics about

when, where,why, who, what, how, how much)• Team members act accordingly

Phase 2. Adjust/ Maintain• Follow-up, feedback exchange, fine tune when and where needed.• Reinforce team’s self management capability to deal with changing conditions and

demands• Maintain a trusting, co-responsibility and focused results/performance approach

R.R.Krausz

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*** ACTION PROPOSAL (continued)

Phase 3. Evaluate• Team self –evaluation/feedback • Key people evaluation/feedback about team´s performance.• Final adjustments • End of the coaching process.

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R.R.Krausz

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MICHAEL FAHIE - WHAT ACTUALLY HAPPENED

The coaching processes

Constant iteration through:

• Identification of need

• Seeking coachees’ permission

• Creating coaching space

• Finding areas on which to focus

• Application of chosen coaching model

• Movement into action

• Celebration of successes.

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© Ian Gibson 20068

Briefings Insights InsightsAnchoring

and SustainingChanges

Insights

Focus

Plan

AnalysisAction

Reflection

Learning

Focus

Plan

AnalysisAction

EmbedExploreEstablish

Clarify current challenges using briefing, diagnostic procedures and other feedback

Engage

Ensure relevance to the individual. Each person is different and needs to be engaged as a unique person

Explore challenges and address immediate issues

Embed desired behaviour changes and reinforce gains made; share learning's with others

Insights

Focus

Plan

AnalysisAction

Reflection

Learning

The Coaching Model

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Theoretical Frame - Complexity Science

THE FIVE PROPERTIES

CONSCIOUSNESSCONNECTIVITYCOMPLEXITY or INDETERMINACYDISSIPATIONEMERGENCE

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Coaching Intervention:

1. Discussions with the manager 2. Diagnosis (SWAT analysis)

observation of the team in a regular team meetingindividual interviews with each team member

3. Three day off site team workshop/conference Introduction to Complexity TheoryComplexity Theory as an analytical toolApplication of Complexity Theory to the work environmentAlliance formation (using Charon Radar survey tool)Construction of a ‘road map’ developed from Complexity Theory

4. Individual coaching Six one-on-one coaching sessions for all team members

5. One day Protocols workshop/conference Identification of the gaps between the current and desired situationAgreed action

6. Other interventions as required

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Team Development and Learning goals

Consciousness and Connectivity1. Recognition of the larger system and each individual’s part in it

Consciousness, Complexity and Connectivity2. Recognition of what humans can control and that which they can not

Dissipation and Emergence3. The capacity to imagine outside the comfort zone and differentiate between areas of concern and areas of influence 4. The capacity to overcome obstacles and to make it happen5. The capacity to definitively describe the destination in terms that others understand

Emergence6. The capacity to keep the destination in mind irrespective of day to day distractions

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Individual Development and Learning goals

Consciousness

Aim - to raise awareness of the self and identification of the “shadow” aspects of:

• Personal styles and preferences• Learnt behaviours and expectations• Motivations, goals, agendas• Values, principles, beliefs• Emotional needs and responses• Assumptions and biases..

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Individual Development and Learning goals continued

Consciousness, Connectivity

Aim - to raise awareness of others and of the Group as a Team: • Behavioural styles, preferences, expectations, motivations, values,

assumptions, etc• “Common ground”, shared needs and identity• The value of understanding and tolerating individual differences• Patterns of group behaviour and underlying group dynamics• Basic assumptions, values and group culture• Group leadership style and role and the implications of these for the

business

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Individual Development and Learning goals continued

Consciousness, Connectivity, Complexity

Aim - to raise awareness of the Broader Organisational System:

• Individuals impact on others, the team, business unit and organisation

• Organisation theories, metaphors, paradigms

• Understanding organisation culture

• Formal and informal systems

• Leading change

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Individual Development and Learning goals continued

Consciousness, Connectivity, Complexity, Emergence and Dissipation

Aim - to raise awareness of the need to apply learnings in the

Day-to-day

• Awareness and Application of learnings in the here and now

• Regarding all learnings as ‘wins’

• Focussing on current leadership, team and relational issues.

• Recognising the benefits obtained from a culture of ‘constant improvement’

• Drawing learnings and the content for future developmental activities from knowledge gained whilst working with current issues

Michael Fahie

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Team Growth Process

1. Understanding and application of Complexity Science and its use in forming an alliance of team members

2. Development of team protocols to be used in a monthly survey

3. Accountability to team protocols

4. Self sustaining team growth

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Simple and complex systems are part of

the same totality

MechanisticSimple

Relational Complex

1. Understanding and applying Complexity Science

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2. Core Alliance Principals

• A relationship where all agree on a shared purpose• An integrated approach to the achievement of the desired outcome• A clear statement of purpose• A collective responsibility for obtaining desired outcomes• Outcomes where all either win or lose• A ‘no-blame’ integrated team culture• Full access to the resources, skills and expertise of all• Open and honest communication• All interactions fully open book• Unconditional and visible support from the top• All decisions unanimous with no abstentions (cabinet solidarity)• All focus on the purpose• All focus on the desired outcomes

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Tick the answer which is closest to your view.

Strongly Disagree

Disagree

Slightly

Disagree

Slightly Agree

Agree

Agree

Strongly

We have an “open door” policy Our objectives are always clear & concise We complete our timesheets and internal reporting “on time”

We communicate comprehensively & effectively

All contributions are welcome All efforts are recognized We all work together to achieve our objectives

We value professional, timely & accurate output

We manage our mistakes We recognize core responsibilities We are conscious of our competencies We love Monday mornings (we love being at work)

We have no gatekeepers We have the appropriate tools & training to achieve our objectives

All infrastructure requirements are discussed

Decisions are supported We treat each other with respect We have a no blame culture

2. Development of Team Protocols to be surveyed monthly

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2. Monthly Survey ResultsMichael Fahie

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2. Monthly Survey ResultsMichael Fahie

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2. Monthly Survey ResultsMichael Fahie

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1. We have an “open door” policy

Issues Actions Intimidated by seniority Understand and accept that everyone is equally

approachable and permission is not required Perceived lack of time (busy closed door)

2. Our objectives are always clear & concise

Issues Actions Ineffective communication Goals not clearly defined Position Descriptions Finalise PD Business plan not disseminated Disseminate business plan to all staff

Clearly stated uniform objectives Statement of objectives (long term and short term strategy plan)

3. We complete our timesheets and internal reporting “on time”

Issues Actions No performance measure Lack of clear procedures Circulate ETM procedural document Circulate and use internal reporting template

(review after a few weeks) Articulate expectations – weekly report and time

sheets submitted by close of business Monday

3. Accountability to team protocols – Issues and Actions (sample)

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4. Self sustaining team growth

• Fortnightly Team Cools Downs• CV lunches• Rotating chair at team meetings• Meeting agendas always related to team objectives • Coffee programme• Monthly team development sessions

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Intervention Timeline

34.3

61.3

66.0

62.4

67.569.7

74.6 74.8

68.0

74.1 73.9

Team Coaching Survey Results(Average responses for all questions; April ‘04 - Feb ‘05)

April May June July Aug Sept Oct Nov Dec Jan Feb

Commence process with 3 day team offsite; identify teaming issues and establish team protocols

6 one-on-one coaching sessions per team member

Start fortnightly Team Cools Downs and Coffee program to build relationships between members who normally have limited interaction Conduct Team Strategy Away Day.

Improved teaming behaviours following positive working sessions and team activities; greater sense of team mission

Start individual Coaching

Coaching concludes due to reduced need

Improved teaming behaviours following 3-day offsite and follow-up actions

Organisation restructure announced; destabilises team and creates uncertainty

Staff issues emerge (conflicts)

Team behaviours quickly rebounds due to improved team resilience

1 day Protocol issue and actions workshops

Diagnostic

Michael Fahie