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Team Coaching Breakthrough Practical tools to create high
performing, sustainable teams.
Phil Sandahl, MCC, CPCCChief Coaching Officer
Why Team Coaching?• Most organizations want to leverage teams to
increase performance• Most teams are underperforming• Most organizations know the qualities of
highly productive teams • Most organizations don’t know how to
implement what makes teams high performing and sustainable
Why Team Coaching?
• Coaching is a technology to implement sustainable change
• With individuals• And with teams
Outcomes
1. Explore the similarities and differences between executive (individual) coaching and team coaching
2. Look at practical applications of this team coaching model
Two Dimensions to this model
High ProductivityLow Productivity 6.0 7.0 8.0 9.01.0 2.0 3.0 4.0
Teams Exist to Produce Results
Two Dimensions to this modelHigh Positivity
Low Positivity
6.0
8.0
9.0
3.0
2.0
4.0
1.0
7.0Team Culture Has Enormous Impact
High Team ProductivityLow Team Productivity
High Positivit
y
Low Positivit
y
• Collegial• Low focus• Low sense of urgency• Resistant• Incompetence OK• Low results• Connected and fun• Let’s Party !!!!!
• Successful • Fun• Flow• Challenging• Inspiring• Open• Proactive• Let’s Get Better!!
• Criticism• Blame• Resistance• Overwhelm• Fear of failure• Turf protection• Firefighting• Let’s Get Out of Here.
• Bottom-line• High turnover• Burnout• Guarded• Driven• Clear objectives• Competitive
• • Let’s Survive!
A Coaching Approach
New Team Mindset
– The team is System
– The team is a LivingLiving System
– Change takes place over time
Traditional Model
Team Member
TeamMember
TeamMember
Team Member
Team Member
TeamMember
Executive Coaches
Systems/Team Coaching
Team Member
TeamMember
TeamMember
Team Member
Team Member
TeamMember
The Team Team
Coaches
Individual and Team Coaching
• The Process
• The Assumptions
• The Work
The Team Coaching Process
• Discovery
• Ongoing Work
• Outcomes
Assumptions of the Team Coach• Teams exist to produce results.• The team is a living system.• Team members want to be on high performing
teams and want to contribute.• The team has within it the means to excel.
The Work of the Team Coach• Reveal the system to itself. • Pay attention to the energetic field in which
the team is operating.• Highlight and celebrate deep democracy.• Listen for the urge—what is trying to
happen?• Reinforce co-responsibility. • Increase positivity; reduce negativity.
Skills for Team Coaches• Reflection – mirroring• Transparency• Listen for the turning – the urge• Turn the work back to the team• Spin and fade
5 Things to Transform Teams
1. Create Safety
2. Focus on Culture
3. Listen with New Ears
4. Find Meaning
5. Let Go
17
Team Model — Productivity Strengths
ProductivityProductivityStrengthsStrengths
Goals &Strategies
TeamLeadership
Proactive
Decision Making
Alignment
Accountability
Resources
Team Model — Positivity Strengths
PositivityPositivityStrengthsStrengths
Camaraderie
ConstructiveInteraction
Trust Respect
Communication
OptimismValues Diversity
Open ConversationShare your observations and experiences
Executive and Team Coaching
Similarities and Differences
Engineering Team March 2007
High ProductivityLow Productivity
High Positivity
Low Positivity
6.0 7.0 8.0 9.0
6.0
8.0
9.0
1.0 2.0 3.0
3.0
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1.0
4.0
7.0
Engineering Team March 2008
High ProductivityLow Productivity
High Positivity
Low Positivity
6.0 7.0 8.0 9.0
6.0
8.0
9.0
1.0 2.0 3.0
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1.0
4.0
7.0
High Productivity
Low Productivity
High Positivity
Low Positivity
6.0 7.0 8.0 9.0
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Manufacturing Team Aug 2007
High Productivity
Low Productivity
High Positivity
Low Positivity
6.0 7.0 8.0 9.0
6.0
8.0
9.0
1.0 2.0 3.0
3.0
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Manufacturing Team Feb 2008
Q & A
Your observations, thoughts and questions!
High ProductivityLow Productivity
High Positivity
Low Positivity
6.0 7.0 8.0 9.0
6.0
8.0
9.0
1.0 2.0 3.0
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Team Coaching Model
