Coaching Your Team to Success

1. Coaching Your Team to Success Ted Middelberg, Ed.D., MBA President, Systemic Leadership LLC

2. Outcomes for our conversation • Why coach team leaders • Following a coaching process • Two diagnostic frameworks • Four team tools • Six usable templates • Practical application discussions GOAL: Increase in both your ability and motivation to use a coaching stance to build high performing teams. Are you in the right conference session?

3. Why coach team leaders? What the data showed Ted Middelberg Dissertation Are you creating a team culture loaded for success?

4. Why coach team leaders?Results are not generated equally Fortune 100 Company 2009 Research What is your coaching ROI potential?

5. Why coach team leaders? Benefits of a neutral, outside perspective Manager • Holds a boss’s view of leadership • Has deep insider knowledge • Often has decision preferences or ideas • Is embedded in the system Coach • Is service-oriented • Does not presume to know the real issues • Does not know the answers; enter with curiosity • Sees the system from “above” How will you enter the system?

6. Why coach team leaders? Outcomes defined using three criteria Deliverable acceptable to client Growth in team capability Individual member learning J. Richard Hackman What are your short-term and long-term criteria?

7. Why coach team leaders? Because team leaders really matter! • Leaders create the environment • Business impact and ROI potential • Coaches enter with unique advantages • Coaches bring a long-term perspective

8. Following a coaching process:A classic coaching model 1 OUTCOMES Agree on the results you want to achieve 4 2 RESULTS Measure progress and clarify next steps INFORMATION Collect and analyze information 3 ACTIONS Create and implement an action plan Lee Hecht Harrison

9. Leadership is always about change!Moving to a team-owned goal OUTCOMES Taking stock Pathways to success Staking a goal Is the goal theirs or yours?

10. Leadership is always about change!From agreement to engagement OUTCOMES 8. Institutionalize the new approach 7. Consolidate gains/produce more change 6. Generate short-term wins 5. Empower broad-based action 4. Communicate the change vision 3. Develop a vision and strategy 2. Create a guiding coalition 1. Establish a sense of urgency John Kotter What is your team’s business case for change?

11. Leadership coaching: Scope of work OUTCOMES How do you keep your team focused on outcomes?

12. Following a coaching process:A classic coaching model 1 OUTCOMES Agree on the results you want to achieve 4 2 RESULTS Measure progress and clarify next steps INFORMATION Collect and analyze information 3 ACTIONS Create and implement an action plan Lee Hecht Harrison

13. Gathering information:Predictable and systematic INFO Performing Norming Personal Relationships Storming Forming Task Functions Patrick Lencioni Bruce Tuckman

14. Predictable team challenges:Trust – Lencioni’s foundation INFO Results: An unrelenting focus on specific objectives and clearly defined outcomes Accountability: The willingness of team members to call their peers on performance or behaviors that might hurt the team Commitment: Make clear and timely decisions and move forward with complete buy-in from every member of the team, even those who voted against the decision Conflict: Teams discuss and resolve issues more quickly and completely than others and emerge from heated debates with no residual feelings or collateral damage Trust: Confidence among teammates that their peers’ intentions are good, and that there is no reason to be protective or careful around the group

15. How to build or rebuild trust: Know what its absence looks like INFO • Conceal their weaknesses and mistakes from one another • Hesitate to ask for help or provide constructive criticism • Hesitate to offer help outside their own areas of responsibilities • Jump to conclusions about the intentions and aptitudes of others without attempting to clarify them • Fail to recognize and tap into one anothers’ skills and experiences • Waste time and energy managing their behaviors for effect • Hold grudges • Dread meetings and find reasons to avoid spending time together Does this create urgency for change in your team?

16. How to build or rebuild trust:Invite leaders to change their behaviors INFO • Acting with integrity: Behaving in a consistent manner • Demonstrating concern: Respecting the well-being of others • Achieving results: Following through on business commitments Robert Bruce Shaw What new behaviors would help your leaders build trust?

17. How to build or rebuild trust:Subordinate individual interests INFO “The ability of people to work together for common purposes … depends on the degree to which communities share norms and values and are able to subordinate individual interests to those of the large group.” “The group, moreover, has to adopt common norms as a whole before trust can become generalized among its members.” Francis Fukuyama How does you team reinforce subordinating individual efforts?

18. How to build or rebuild trust:Create and reinforce team norms INFO • How teams create norms: • Imported by members • Evolve gradually • Created from group structure • Reinforcing norms: • Regular interactions • Focus on member behavior • Define group limits J. Richard Hackman What are the norms that your team has co-created?

19. How to build or rebuild trust:Use facilitation to jump start change INFO • Build the business case for trust • Clarify what behaviors are desired • Establish team meeting ground rules supporting trust • Identify the restraining forces or barriers to trust • Make those barriers discussable • Hold members accountable for their behaviors Facilitation Literature, e.g., Roger Schwarz What did your mother teach you about rebuilding trust?

20. A diagnostic framework summary: Predictable team dysfunctions – Trust example INFO Know what the absence of trust looks like Invite leaders to change their behaviors Subordinate individual interests Create and reinforce team norms Use facilitation to jump-start change

21. Two diagnostic frameworks:Predictable and systematic INFO Performing Norming Personal Relationships Storming Forming Task Functions Lencioni Tuckman

22. Stages of team development: Normalizing expectations and identifying barriers INFO Personal relationships Interdependence Cohesion Conflict Dependent Performing Norming Storming Forming Orienting Organizing Data Problem Solving Task functions

23. Stages of team development: Forming INFO Personal relationships Dependent What we see: • Superficial conversations • Polite • Little or no conflict What gets accomplished: • Establish rapport • Develop basis for trust • Learn expectations Forming Orienting Task functions

24. Stages of team development: Storming INFO Personal relationships What we see: • Confrontations • Frustration • Confusion What gets accomplished: • Resolutions of vying for position/influence • Focus out of multiplicity of priorities • Foundation for safety • Clarifying culture Conflict Storming Organizing Task functions

25. Stages of team development: Norming INFO What gets accomplished: • Healthy conflict • Goal/priority alignment • Building momentum • Effective communication Personal relationships Cohesion What we see: • Goal-oriented behaviors • Lots of ideas • Active feedback Norming Data Task functions

26. Stages of team development:A fresh way of conceptualizing INFO Personal relationships What we see: • Task-oriented behaviors • Free exchange of ideas • Not taking it just personally • Supportive Interdependence Performing What gets accomplished: • The goal/task • Developing as a group • Individuals learning Problem solving Task functions

27. A diagnostic framework:Predictable stages of team development INFO What we can expect to see What gets accomplished Where to look when something goes amiss Normalizing the conversations Performing Norming Personal relationships Storming Forming Task functions

28. Following a coaching process:A classic coaching model 1 OUTCOMES Agree on the results you want to achieve 4 2 RESULTS Measure progress and clarify next steps INFORMATION Collect and analyze information 3 ACTIONS Create and implement an action plan Lee Hecht Harrison

29. Four team tools for taking action ACTIONS • At the heart of many team challenges is the need to resolve priority differences among scarce resources. • Tools for mastery include: • Functional sub-grouping • Decision fallback matrix • Strategic planning hybrid model • Force field analysis

30. The concept of joining on similarities Build cohesive positions Suspend judgment while listening to both sides Explore the similarities within the differences Team tools: Functional sub-grouping ACTIONS Yvonne Agazarian

31. Team tools: Functional sub-grouping application ACTIONS Take a topic with known differences of opinion. Describe the concept of exploring fully one side and then the other side. Invite someone to start and then to continue by asking, “Anyone else?” Do not allow differences to enter until the first group is well developed. Yvonne Agazarian

32. Team tools: Decision fallback matrix ACTIONS • Honor the time and priority challenges facing the team. • Make trade-offs discussable up front. Consensus Commitment Voting Advising Telling Time Developed at IBM

33. Team tools: Decision fallback matrix application ACTIONS Acknowledge your time realities and be prepared to “fall back” to the faster option. Consensus Commitment Voting “We have until noon to reach a decision on this. While a consensus would be preferred, I may have to make this decision without that.” Advising Telling Time Developed at IBM

34. The challenge facing the strategy executives at IBM: Introduce a wider range of alternatives, suspend judgment on any one answer, seek the hybrid or best of all world solution Build on potency of functional sub-grouping; drop being married to one solution idea. Clarify your perspectives (short-term and long-term) Team tools: Strategic DDP hybrid ACTIONS either or “my” silo … “my” plan Decision Dialogue Process

35. Team tools: Strategic DDP hybrid application ACTIONS Create multiple viable alternatives, resisting the pull to stop after the first one is on the table. Find the best elements within each viable alternative. Seek to meld these and thus create an outcome better than any of the original alternatives. The best elements of viable options Decision Dialogue Process

36. There are plenty of forces that push us towards our goals, including our own drive and influence. The challenge is that in a system there are an equal and offsetting number of forces that restrain us from our goals. The efficient, long term path is to remove the restraining forces. Team tools: Force field analysis GOAL: DRIVING FORCES RESTRAINING FORCES ACTIONS Kurt Lewin

37. Team tools: Force field analysis application GOAL: DRIVING FORCES RESTRAINING FORCES ACTIONS Ask for the behaviors that help move the group towards the goal. Restate until these are behavioral. Ask for the behaviors that deter or retard the group from achieving the goal. Test: Are the driving forces sufficiently motivating? If not, seek additional driving forces. Test: What will this team do to eradicate these restraining forces?

38. Summary: Four team tools for taking action ACTIONS Commitment Time Functional sub-grouping Decision fallback matrix GOAL: Force field analysis Strategic DDP hybrid Which of these tools will you introduce to your leaders?

39. Following a coaching process:A classic coaching model 1 OUTCOMES Agree on the results you want to achieve 4 2 RESULTS Measure progress and clarify next steps INFORMATION Collect and analyze information 3 ACTIONS Create and implement an action plan Lee Hecht Harrison

40. Leadership coaching: Scope of work OUTCOMES How do you keep your team focused on outcomes?

41. Leadership coaching: Motivation and desired differences INFO

42. Leadership coaching: Driving and restraining forces INFO

43. Coaching skills that enable success:Have you achieved your goals? ACTIONS

44. Coaching skills that enable successMeasurement by asking! RESULTS Survey question template using a five-point Likert scale plus space for comments. Did your coach: 1. … provide relevant inputs and connect to your issues? 2. … follow a clear methodology or model? 3. … enable you to discuss important issues? 4. … hold you accountable for your commitments? 5. … stretch your comfort zone by asking challenging questions? 6. … establish an environment marked by trust and open communication?

45. Coaching evidence-based outcomes:Survey question template RESULTS • Coaching is intended to provide objective, third-party input to frame/reframe issues. What new ways of seeing the issues would you point to as evidence of this? • Coaching is intended to help the coachee change behaviors. What behavioral changes would others (boss, peers or direct reports) point to as evidence of this? • Coaching is intended to foster improved performance. What data would you point to that demonstrates improved performance? • Coaching is intended to help the executive articulate and then achieve specific goals. What evidence would you provide that demonstrates achievement of key coaching goals? • Coaching is intended to provide value to the organization. What is the “return” portion of ROI that you would attribute to this coaching? • 6. Coaching is intended to embed support for on-going change. What steps have been taken to ensure your ongoing success?

46. Outcomes for our conversation GOAL: Increase in both your ability and motivation to use a coaching stance to build high performing teams. • Why coach team leaders • Following a coaching process • Two diagnostic frameworks • Four team tools • Six usable templates • Practical application discussions

47. Plus- Delta on this session RESULTS GOAL: Increase in both your ability and motivation to use a coaching stance to build high performing teams. DRIVING FORCES RESTRAINING FORCES

48. Ted Middelberg, Ed.D., MBA President, Systemic Leadership LLC In 1992, Ted followed his passion for developing leaders and moved from a career as a financial executive to being a doctorate student in leadership at UT.Ted is the founder of Systemic Leadership LLC, a consulting firm specializing in helping executives and teams to increase their leadership effectiveness, guiding organizations to implement and run mentoring programs, and coaching leaders to enhance their executive presence.He also serves as an executive coach and consultant for Lee Hecht Harrison, addressing leadership development needs within large, multi-national corporations. Prior to starting his own business, Ted was an organizational development consultant at IBM and coordinated leadership development for AMD.Middelberg earned his undergraduate degree from Brown University, his MBA at The Ohio State University, and his Ed.D. at The University of Texas - Austin.His dissertation explored the behaviors leaders use to maximize team performance.He teaches leadership topics as an adjunct faculty member for the Masters of Science in Organizational Leadership and Ethics program at St. Edward’s University. Ted is currently serving as the VP of Career Development for the Austin Human Resource Management Association (AHRMA).Earlier, he served on the board of the Council on At-Risk Youth, of Austin’s ASTD chapter and as President of the Austin Chapter of the Financial Executive Institute.Ted is a member of many professional organizations.

49. Appendix A: 15 +1 Conflict management skills • Traditional leadership tools (5) • Group-dynamics-based techniques (5) • Attitude-based commitments (5) • Leader as fallback resource (1)

50. Appendix A on conflict management skills: Five traditional leadership tools • Conflict management style • Withdraw, artificial harmony, aggressively disagree, collaborate • Active listening • Open-ended questions, paraphrase, demonstrate full presence • Goal alignment • Rich overlap of WIIFM, team and organizational objectives • Collaborative problem solving • Neutral setting, purpose clarification, active listening, respectful exchanges, join alternative exploration, seek best solution for both • Root cause or underlying issue analysis • Explore more than the presenting or surface-level issue, use quality literature techniques.