Expansion: Scaling the Benefit of Coaching for Teams

1. Expansion: Scaling the Benefit of Coaching for Teams Presented by DJ Mitsch, MCC 2001 Past President ICF

2. About Darelyn “DJ” Mitsch, MCC • Former ICF President (2001), among the first 25 coaches in the world to receive MCC designation • Former Broadcast Executive – VP/General Manager – pioneer female in that industry • President of the First US “Corporate Coaching Company” 1994 - The Pyramid Resource Group • Attracted a team of masterful coaches to work in collaboration with HRD teams and large company initiatives to drive a culture of coaching in organizations • Designed process called The Extraordinary Game – a Team Coaching program • Publications • Co-authored Choice Magazine article entitled Expansion: Scaling the Benefits of Coaching to Groups and Teams, December 2008 Issue • Author and Editor – Coaching for Extraordinary Results – ASTD In Action Learning Series, Case Book • Forthcoming, The Team Advantage, Coaching Teams to Play an Extraordinary Game in 16 weeks! • Contact Information: The Pyramid Resource Group NC, USA • www.pyramidresource.com • dj@pyramidresource.com or via phone –US  919-677-9300 ext 101

3. Objectives for this Team Coaching Session • Review current trends and business imperatives driving need for team coaching • Briefly distinguish Team Coaching versus Group Coaching • Discuss “impact” for team coaching • Describe the Team Charter process that sets stage for Team Coaching

4. Groups Scale Keyword: “CHOICE” Affinity Groups Educational Forums Mentoring Keyword: “ENGAGEMENT” Team Intact Team Team Mandates Building Develop Leaders Stay Relevant Innovate Keyword: “GROWTH” Organization Key Talent New Manager / New Team Leadership Stretch Keyword: “PARTNER” Scale Sponsor Individual Leader KEY ENTRY

5. Comparison—Team & Group Coaching Distinctions: Group Coaching Distinctions: Team Coaching Similarities • Focus on… • Choice • Individual results • Peer relationships • Coach holding agenda • Participants shaping agenda • Focus on… • Engagement • Team results/individual • contribution • Role/leader relationship • Coach holds agreement • process • Team innovations include • flexibility w/ agendas, but • rely on process • Requires… • Masterful coaching • Model: advanced skills • Presence • Member collaboration • Results/Common Focus • Dynamic Communication

6. Business Imperatives Driving Need for Expansion to Team Coaching • Communication, Communication, Communication • Organizations need a “boost” in team effectiveness • Virtual teams need to have a framework for building business • Project Teams - need to focus on accelerating the intended result • Sales Teams - particularly seasoned, have seen most every other type of training • Collaboration – people talk about it, but are often “clueless” about how to execute it • Accelerated Movement – Key talent and leadership move in and out of position, so there are few stability factors.

7. Definition—Team Coaching …is a transformational process where a highly skilled coach partners with a team leader (the manager/executive) to engage the members in an action learning environment, and coach the team as they work together to achieve a specific business outcome. Key Word “Engagement” (which is distinct from Coaching Groups with key word being “choice.”)

8. Applications for Team Coaching • Sales Teams • High performing – need to stretch • Low performing – need to boost • New Manager needs to flatten learning curves – produce immediate impact • Project Teams • Innovation Teams • Leadership Teams (CEO’s, Division Heads etc.) setting strategies • Global Work Teams (often virtual) • New Leader Assimilation 0 Jump Startling the Team under new leadership\ • Cultural Initiatives driving organizational changes

9. Impact of Team Coaching Two Cases: • New Sales VP inherits team of 14 District Managers (2 district groups, physical division in geography and emotional division after former leaders ousted). Goal – move up in revenue share from 5th – 4th rank out of 21 regions within a year. Outcome – from 5th to 1st rank in one reporting term – trimester – team began to “love” each other. • Regional Marketing & Sales Team work to launch a new product – cross-functional team from marketing and sales – tension around expectations and dynamics. Goal – Region to Have #1 launch in the country Outcome – After FDA delayed approval by 3 months, team launched product and was ranked #1 in the country in 1st reporting period.

10. So Where to Begin? Have the team create a foundation – a code of conduct for what they want to address – this becomes the touchstone for your coaching conversations. Step One – Team Charter Step Two – Identifying the gaps

11. A Team Charter • Have team list everything that is important to them including challenges and what they wish to change. • In small groups of 3-5 people have them discuss what they want to include in this new operating code of conduct, or Team Charter. • Sample items • Respect and listen fully to others without speaking over each other • Listen for intensions underlying the stories our teammates tell us • Embrace the rapidly occurring changes, and find ways to leverage those to address the needs of our customers Sample Team Charter on our website www.pyramidresource.com

12. Questions and Discussion