The Team Coaching Toolkit

Tony Llewellyn

Description

55 proven tools and techniques to help team leaders and project managers improve team performance in a complex environment.
55 proven tools and techniques to help team leaders and project managers improve team performance in a complex environment. The book also provides an introduction to the concept of team coaching as a distinct management activity.

How to use this book

SECTION ONE – The Theory

Chapter 1 – Introduction

Chapter 2 – Using tools to shape team dynamics

Chapter 3 – The emergence of the team coach

SECTION TWO – Team Coaching Techniques

Technique 1. Systemic thinking and the spheres of influence

Technique 2. Facilitating a thinking environment

Technique 3. Slow down to speed up

Technique 4. Curious enquiry

Technique 5. Influential questions

Technique 6. Listening for clues

Technique 7. Adopt an ‘Agile’ mindset

Technique 8. Using case stories

Technique 9. The importance of visual information

Technique 10. Developing your maturity in complexity

SECTION THREE – Team Coaching Tools

Chapter 4 – Tools for assessing the team’s environment

1. Is your project complex or simply complicated?

2. Assess the project environment

3. Articulating stakeholder paradoxes

4. The ‘cup of tea meeting’

5. Celebrating cultural diversity

6. Dangerous assumptions and leaps of faith

7. Roles not jobs

8. Force fi eld analysis

9. Surviving the storming stage

Chapter 5 – Tools for setting up an effective team

10. The Big ‘Why?’

11. Extrovert and introvert thinking

12. Learning from the past

13. Establishing your rules of engagement

14. Agreeing to take feedback

15. Building a future story

16. How to motivate or annoy me

17. The collaboration canvas

18. Create an awareness of behavioural gravity

19. Establish a ‘no blame’ culture

20. The Team Integration Manual

Chapter 6 – Tools for improving communication

21. Establish a collaboration and integration workstream

22. The language of collaboration

23. Building a team psychometric profile

24. Everyone speaks, everyone is heard

25. Systemic problem-solving model

26. Who plays the fool?

27. The ‘so what?’ monitor

28. Agree your meeting strategy

29. Identifying the elephant

30. Perceptual positions from the ‘extra chair’

31. Building stakeholder support

Chapter 7 – Tools for building resilience

32. Press reset

33. Taking the resilience temperature

34. Constructive challenge

35. Coping with difficult news

36. Fault free confl ict management and the ‘Evil Genius’

37. Hedges and potholes

38. The pre-mortem: An alternative approach to risk management

Chapter 8 – Tools for encouraging learning, innovation and improvement

39. The midpoint review

40. Knowledge stocktake

41. Capturing the knowledge

42. How are we performing? Team key performance indicators

43. Lifting the barriers to allow creative thinking

44. Running a successful ‘lessons learned’ session

45. Purposeful closure

SECTION FOUR – What next?

Chapter 9 – Reading list and other resources

References

How
to use this book

 

SECTION
ONE – The Theory

Chapter
1 – Introduction

Chapter
2 – Using tools to shape team dynamics

Chapter
3 – The emergence of the team coach

 

SECTION
TWO – Team Coaching Techniques

Technique
1. Systemic thinking and the spheres of influence

Technique
2. Facilitating a thinking environment

Technique
3. Slow down to speed up

Technique
4. Curious enquiry

Technique
5. Influential questions

Technique
6. Listening for clues

Technique
7. Adopt an ‘Agile’ mindset

Technique
8. Using case stories

Technique
9. The importance of visual information

Technique
10. Developing your maturity in complexity

 

SECTION
THREE – Team Coaching Tools

Chapter
4 – Tools for assessing the team’s environment

1.
Is your project complex or simply complicated?

2.
Assess the project environment

3.
Articulating stakeholder paradoxes

4.
The ‘cup of tea meeting’

5.
Celebrating cultural diversity

6.
Dangerous assumptions and leaps of faith

7.
Roles not jobs

8.
Force fi eld analysis

9.
Surviving the storming stage

 

Chapter
5 – Tools for setting up an effective team

10.
The Big ‘Why?’

11.
Extrovert and introvert thinking

12.
Learning from the past

13.
Establishing your rules of engagement

14.
Agreeing to take feedback

15.
Building a future story

16.
How to motivate or annoy me

17.
The collaboration canvas

18.
Create an awareness of behavioural gravity

19.
Establish a ‘no blame’ culture

20.
The Team Integration Manual

 

Chapter
6 – Tools for improving communication

21.
Establish a collaboration and integration workstream

22.
The language of collaboration

23.
Building a team psychometric profile

24.
Everyone speaks, everyone is heard

25.
Systemic problem-solving model

26.
Who plays the fool?

27.
The ‘so what?’ monitor

28.
Agree your meeting strategy

29.
Identifying the elephant

30.
Perceptual positions from the ‘extra chair’

31.
Building stakeholder support

 

Chapter
7 – Tools for building resilience

32.
Press reset

33.
Taking the resilience temperature

34.
Constructive challenge

35.
Coping with difficult news

36.
Fault free confl ict management and the ‘Evil Genius’

37.
Hedges and potholes

38.
The pre-mortem: An alternative approach to risk management

 

Chapter
8 – Tools for encouraging learning, innovation and improvement

39.
The midpoint review

40.
Knowledge stocktake

41.
Capturing the knowledge

42.
How are we performing? Team key performance indicators

43.
Lifting the barriers to allow creative thinking

44.
Running a successful ‘lessons learned’ session

45.
Purposeful closure

 

SECTION
FOUR – What next?

Chapter
9 – Reading list and other resources

References

Sujets

• Coaching
• Business
• Organisation
• Economics
• Organization
• Project
• Employabilité, métiers et formations
• Organizational Behavior
• Projects

Informations

• Publié par: Practical Inspiration Publishing
• Date de parution: 17 octobre 2017
• Nombre de lectures: 11
• EAN13: 9781910056738
• Langue: English

Extrait

THE TEAM
COACHING
TOOLKIT
55 Tools and Techniques for Building Brilliant Teams
by Tony Llewellyn
First published in Great Britain by Practical Inspiration Publishing, 2017
© Tony Llewellyn, 2017
The moral rights of the author have been asserted
ISBN (print): 978-1-910056-65-3 ISBN (ebook): 978-1-910056-64-6 (Kindle) ISBN (ebook): 978-1-910056-73-8 (ePub)
All rights reserved. This book or any portion thereof may not be reproduced without the express written permission of the author.
All definitions come from the Apple online dictionary unless otherwise specified.
Trademark notice: Product or corporate names may be trademarks or registered trademarks and are used only for identification and explanation without intent to infringe.
To Sian, Angharad, Rhiannon and Bryony
CONTENTS
How to use this book
SECTION ONE – The Theory
Chapter 1 – Introduction
Chapter 2 – Using tools to shape team dynamics
Chapter 3 – The emergence of the team coach
SECTION TWO – Team Coaching Techniques
Technique 1. Systemic thinking and the spheres of influence
Technique 2. Facilitating a thinking environment
Technique 3. Slow down to speed up
Technique 4. Curious enquiry
Technique 5. Influential questions
Technique 6. Listening for clues
Technique 7. Adopt an ‘Agile’ mindset
Technique 8. Using case stories
Technique 9. The importance of visual information
Technique 10. Developing your maturity in complexity
SECTION THREE – Team Coaching Tools
Chapter 4 – Tools for assessing the team’s environment
1. Is your project complex or simply complicated?
2. Assess the project environment
3. Articulating stakeholder paradoxes
4. The ‘cup of tea meeting’
5. Celebrating cultural diversity
6. Dangerous assumptions and leaps of faith
7. Roles not jobs
8. Force field analysis
9. Surviving the storming stage
Chapter 5 – Tools for setting up an effective team
10. The Big ‘Why?’
11. Extrovert and introvert thinking
12. Learning from the past
13. Establishing your rules of engagement
14. Agreeing to take feedback
15. Building a future story
16. How to motivate or annoy me
17. The collaboration canvas
18. Create an awareness of behavioural gravity
19. Establish a ‘no blame’ culture
20. The Team Integration Manual
Chapter 6 – Tools for improving communication
21. Establish a collaboration and integration workstream
22. The language of collaboration
23. Building a team psychometric profile
24. Everyone speaks, everyone is heard
25. Systemic problem-solving model
26. Who plays the fool?
27. The ‘so what?’ monitor
28. Agree your meeting strategy
29. Identifying the elephant
30. Perceptual positions from the ‘extra chair’
31. Building stakeholder support
Chapter 7 – Tools for building resilience
32. Press reset
33. Taking the resilience temperature
34. Constructive challenge
35. Coping with difficult news
36. Fault free conflict management and the ‘Evil Genius’
37. Hedges and potholes
38. The pre-mortem: An alternative approach to risk management
Chapter 8 – Tools for encouraging learning, innovation and improvement
39. The midpoint review
40. Knowledge stocktake
41. Capturing the knowledge
42. How are we performing? Team key performance indicators
43. Lifting the barriers to allow creative thinking
44. Running a successful ‘lessons learned’ session
45. Purposeful closure
SECTION FOUR – What next?
Chapter 9 – Reading list and other resources
References
ILLUSTRATIONS
FIGURES
Figure 1 – The foundation layers of an effective team
Figure 2 – Team coaching model
Figure 2A – Team coaching model: Assess the environment
Figure 2B – Team coaching model: Set-up
Figure 2C – Team coaching model: Communicate
Figure 2D – Team coaching model: Build Resilience
Figure 2E – Team coaching model: Improvement and learning
Figure 3 – The spheres of influence
Figure 4 – Assess the project environment
Figure 5 – Examples of typical project paradoxes
Figure 6 – An example of a Force Field Analysis
Figure 7 – Introvert–extrovert continuum
Figure 8 – Illustration of good meeting/bad meeting exercise
Figure 9 – Set up for the motivate or annoy me exercise
Figure 10 – An example of a collaboration canvas
Figure 11 – Illustration of behavioural gravity
Figure 12 – ‘No blame’ protocol
Figure 13 – Enquiring versus controlling language styles
Figure 14 – Constructive challenge cycle
Figure 15 – Kübler-Ross change curve
Figure 16 – Fault free conflict resolution process
Figure 17 – Hedges and potholes
TABLES
Table 1 – The foundation layers of the team building process
Table 2 – Real team checklist
Table 3 – A changing approach to project management
Table 4 – Complicated or complex
Table 5 – Alternative approaches to gaining feedback
Table 6 – Meeting strategy guide
Table 7 – Examples of Key Performance Indicators found to have an impact on team behaviour
HOW TO USE THIS BOOK
This book is a toolkit to help you build better teams. It is therefore designed to be a quick reference guide for team leaders and team coaches to find a tool or technique that will be useful in a particular situation.
The book is structured around 10 team coaching techniques, and 45 team coaching tools. I have also provided three preliminary chapters which will give you some background to the art and science of team coaching.
Creating something new, or fixing something that is broken, usually requires finding the best tool to do the job. In the same way that it would usually be better not to try and open a tin of paint with a sharp chisel, it is worth taking some time to understand what each tool is intended to achieve. You can then decide how you might adapt it to suit your current needs.
The toolkit is set out according to a model of coaching teams engaged in some form of project or initiative. The model provides a progression through five phases of a team’s life cycle.

Team Coaching Model
This model is explained in chapter 3, but you will quickly be able to recognize which tools fit within which stage of the model as each is referenced to the above image.
There is a companion website teamcoachingtoolkit.com where you can download some of the charts and tables used in some of the tools.
These tools have a degree of flexibility in their application. Experiment and adapt them to fit your situation and your style of working. Good luck and if you have any questions or comments, contact me at [e-mail] . I would love to hear how they work for you.
Tony Llewellyn
Hertfordshire
England
May 2017

C HAPTER 1
INTRODUCTION
This is a book about team building. It doesn’t have much to say about white water rafting, building temporary structures from wood or string, or the merits of taking everyone to the pub. Instead the focus is on how to engage with a group of individuals and form them into a collaborative and productive unit. The tools and techniques set out in the following pages may provide less instant gratification, but are more likely to be successful in building an engaged, committed and resilient team.
Team building is a scientific process, involving the methodical application of a series of steps. You are, however, dealing with human beings rather than machines, and so the process requires a more subtle approach. In a situation where people are needed for their spirit and ingenuity, then attention must be paid to the psychological forces that shape relationships.
WHO SHOULD READ THIS BOOK?
The book is written for anyone whose role is to support and sustain a productive and functioning team. You may be a project manager, pulling together a collection of technical specialists to create a piece of software or to construct a new building. Alternatively you may be in a management role in a large organization and have been tasked with leading a cross-functional team to deliver an important initiative. The toolkit is also likely to be of interest to team coaches and facilitators who are brought in to provide support that will enable the team to establish the process and behavioural norms associated with team effectiveness. Whatever your role, the toolkit is designed to prove a number of activities that have been found to get your team thinking, talking and working together as a single unit rather than a collection of individuals.
The book is structured in three parts.
Section One sets out some useful background information into team dynamics and the processes that have been necessary to build a group of disparate individuals into a real team. The first chapter covers some of the primary elements of group interaction and gives the reader an understanding of the framework around which a leader needs to build his/her team. The second chapter looks at the growing development of team coaching and sets out some of the theoretical and practical ideas that underpin team coaching either as an activity in its own right or as a style of leadership.
Section Two introduces 10 techniques upon which to build your team coaching practice. A technique can be defined as a skilful way of doing or achieving something. I have stretched the definition to include a way of approaching the challenges of team coaching which