Managers using coaching/mentoring skills with their teams
It’s a rare privilege to listen to someone, who has experienced great discrimination in the workplace, but has nonetheless achieved a highly successful career. Lord Browne of Madingley, former Chief executive of BP, this week gave at consultancy Arup in London, an impassioned speech , which was partly about his won experiences and partly about...
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No, it’s not a typographical error – it’s the latest neologism from the Clutterbuck word factory! I talk a lot about stakeholders (people and entities affected by what we do) and influencers (people or entities that enable or constrain us in what we do). Mistakeholders are a special subgroup of stakeholders – people, who suffer...
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It’s a truism that change is often more noticeable from outside than from within. Team coaches often assume that, just because they can see significant improvements in team behaviours or functions, the team itself is equally aware. That’s often not the case. So, how do we make them more aware? Some of the simplest approaches...
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The expansion of team coaching as a profession has been remarkably rapid. Yet the future of team coaching lies increasingly not as an additional skill for external professional coaches, but as an essential skill for leaders at all levels in organisations. A significant proportion of people training as team coaches are team leaders, who see...
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A high proportion of team coaching assignments arise from one-to-one engagements with leader clients. The client gains increasing confidence in the coach and gradually comes to understand that there would be value in applying coaching to the team as a whole. However, a straight jump from individual to team coaching can be disastrous, for several...
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Having a team full of superstars doesn’t lead to high performance, according to research by Roderick Swaab, a professor at Insead business school, and his colleagues. His researches indicate that when two-thirds of the team are star performers, they co-operate less and become more competitive with each other. The reason seems to be that stars...
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Read More Yet another reason to focus more on the team and less on individuals
As a line manager, one of your principal responsibilities is to develop your direct reports. Coaching and mentoring are two of the most powerful and well-publicized ways to support other people’s develop – but how do they work best in the context of a work team? Whatever approach you take to developing direct reports, it’s...
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The weight of evidence in recent years with regard to traditional performance appraisal and developmental conversation between line managers and direct reports presents a clear picture – not only do they not motivate higher performance, but they often reduce motivation and performance. To reshape these conversations to make them positive and useful, we can go...
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Coaching one-to-one is a very powerful way to help someone reflect upon issues that affect their performance and well-being. But just focusing on the individual and what is going on for them internally, is only part of the picture. All really effective coaching addresses not only the individual, but the systems, of which they are...
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Team coaching requires a portfolio of skills beyond those in one-to-one coaching. Most of these relate to the difference in context between individual conversations and group dynamics. For example: Many of the standard approaches and qualities of one-to-one coaching are also essential in team coaching, but they tend to demand a higher level of skill....
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