Team Coaching A Case Analysis
Presented by
Michael Fahie – Kate Lanz - Rosa Krausz
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The Global
Australia
Bank
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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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Michael Fahie
Background
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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
GAB
GAB
Retail Bank
PSM
Business
Banking
Cards
PSM
PSM
Pencil
Sharpeners
PSM
PSM
Collections
PSM
Mortgages
Risk
GAB
GAB
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Michael Fahie
Background continued
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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 Formulation
Current 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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Michael Fahie
Causes of performance problems:
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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
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Michael Fahie
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.
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Kate Lanz
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.
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Kate Lanz
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.
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Kate Lanz
Change vs. Transition
CHANGE
External process – something new is announced or takes place, e.g.
organisational restructure, a different boss is appointed.
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)
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Phases of Transition
Kate Lanz
There are three phases in the process of transition:
different people go through them at different paces
New Beginning
Neutral Zone
Ending
Time
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The 3 stages of transition
Kate Lanz
VISION
ENDING
BEGINNING
NEUTRAL
ZONE
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R.R.Krausz
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
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R.R.Krausz
*** 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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R.R.Krausz
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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
*** 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.
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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
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R.R.Krausz
*** Priority Goal Defined
Development of a highly effective team able to provide effective services to
their internal clients and the broader business community
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R.R.Krausz
*** 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)
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R.R.Krausz
*** 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
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R.R.Krausz
*** ACTION PROPOSAL (continued)
 4 coaching sessions for each of the 14 members
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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
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R.R.Krausz
*** 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 group
Techniques: Participatory Action Research (PAR) and Appreciative Inquiry
(Discover)
 By the clients
Technique: 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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R.R.Krausz
*** 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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R.R.Krausz
*** 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
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R.R.Krausz
*** 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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Michael Fahie
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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Michael Fahie
The Coaching Model
Ensure relevance to the individual.
Each person is different and needs
to be engaged as a unique person
Briefings
Clarify current challenges using
briefing, diagnostic procedures and
other feedback
Insights
Reflection
Focus
Analysis
Analysis
Action
Plan
Plan
Learning
Anchoring
and Sustaining
Changes
Reflection
Action
Plan
Embed desired behaviour changes and
reinforce gains made; share learning's
with others
Insights
Focus
Analysis
Action
Explore challenges and address
immediate issues
Insights
Insights
Focus
Embed
Explore
Establish
Engage
Learning
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© Ian Gibson 2006
Michael Fahie
Theoretical Frame - Complexity Science
THE FIVE PROPERTIES
CONSCIOUSNESS
CONNECTIVITY
COMPLEXITY or INDETERMINACY
DISSIPATION
EMERGENCE
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Michael Fahie
Coaching Intervention:
1. Discussions with the manager
2. Diagnosis (SWAT analysis)
observation of the team in a regular team meeting
individual interviews with each team member
3. Three day off site team workshop/conference
Introduction to Complexity Theory
Complexity Theory as an analytical tool
Application of Complexity Theory to the work environment
Alliance 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 situation
Agreed action
6. Other interventions as required
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Michael Fahie
Team Development and Learning goals
Consciousness and Connectivity
1. Recognition of the larger system and each individual’s part in it
Consciousness, Complexity and Connectivity
2. Recognition of what humans can control and that which they can not
Dissipation and Emergence
3. 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 happen
5. The capacity to definitively describe the destination in terms that
others understand
Emergence
6. The capacity to keep the destination in mind irrespective of day to day
distractions
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Michael Fahie
Individual Development and Learning goals
Consciousness
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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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Michael Fahie
Individual Development and Learning goals continued
Consciousness, Connectivity
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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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Michael Fahie
Individual Development and Learning goals continued
Consciousness, Connectivity, Complexity
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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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Michael Fahie
Individual Development and Learning goals continued
Consciousness, Connectivity, Complexity, Emergence and Dissipation
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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
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Michael Fahie
Team Growth Process
1.
2.
3.
4.
Understanding and application of Complexity Science and its use in
forming an alliance of team members
Development of team protocols to be used in a monthly survey
Accountability to team protocols
Self sustaining team growth
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Michael Fahie
1. Understanding and applying
Complexity Science
Simple and complex
systems are part of
the same totality
Relational
Complex
Mechanistic
Simple
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Michael Fahie
2. Core Alliance Principals
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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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Michael Fahie
2. Development of Team Protocols to be surveyed monthly
Tick the answer which is closest to your view.
Strongly
Disagree
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
Disagree
Slightly
Disagree
Slightly
Agree
Agree
Agree
Strongly
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2. Monthly Survey Results
Michael Fahie
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2. Monthly Survey Results
Michael Fahie
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2. Monthly Survey Results
Michael Fahie
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Michael Fahie
3. Accountability to team protocols – Issues and Actions (sample)
1. We have an “open door” policy
Issues
Intimidated by seniority
Actions
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
Ineffective communication
Goals not clearly defined
Position Descriptions
Business plan not disseminated
Clearly stated uniform objectives
Actions
Finalise PD
Disseminate business plan to all staff
Statement of objectives (long term and short
term strategy plan)
3. We complete our timesheets and internal reporting “on time”
Issues
No performance measure
Lack of clear procedures
Actions
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
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Michael Fahie
4. Self sustaining team growth
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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
Michael Fahie
Team Coaching Survey Results
(Average responses for all questions; April ‘04 - Feb ‘05)
Staff issues
emerge (conflicts)
74.6
74.8
69.7
Start individual
Coaching
62.4
61.3
73.9
68.0
67.5
66.0
74.1
Team behaviours
quickly rebounds
due to improved
team resilience
Coaching
concludes due
to reduced need
Diagnostic
Start fortnightly Team Cools
Downs and Coffee program
to build relationships
between members who
normally have limited
interaction
Improved teaming
behaviours
following 3-day
offsite and followup actions
34.3
Commence process with 3
day team offsite; identify
teaming issues and
establish team protocols
1 day Protocol issue
and actions
workshops
Organisation restructure
announced; destabilises team
and creates uncertainty
Conduct Team Strategy Away Day.
Improved teaming behaviours
following positive working sessions
and team activities; greater sense of
team mission
6 one-on-one coaching sessions per team member
April
May
June
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
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