Transcript MANAGING HOMEWORKING PERFORMANCE

Presented by Keith Crampton
Wiz Training and Development
DEFINITION OF COACING
“Developing a person’s skills and knowledge so that
their job performance improves, hopefully leading to
the achievement of organisational objectives. It targets
high performance and improvement at work, although it
may also have an impact on an individual’s private life. It
usually lasts for a short period and focuses on specific
skills and goals.”
CIPD
THE IMPORTANCE OF COACHING IN
TEAMS
“Knowledge generation primarily occurs in working
teams. Individual learning is a by- product of what goes
on in really innovative teams. But individual learning is
not the goal. In fact if it becomes the goal, you are in
trouble.”
Peter Senge
WHAT CAN BE ACHIEVED?
Team coaching can help the team:
 Establish its goals
 Review current performance and drive improvements
 Develop the shared understanding of members of the
team, particularly of each other
 Improve communication
 Form if it is a new team
 Resolve specific issues
MYTHS ABOUT COACHING IN
TEAMS
 Teamwork is always better than working alone
 Coaching is the responsibility of the team leader
 The coach is the team leader
 Coaching within the team is an occasional activity
 Team coaching is about task performance
David Clutterbuck – Coaching the Team at Work
TEAM COACHING
Team coaching is about:
Developing the ability of the team to
communicate and work collectively to
achieve results.
CHARACTERISTICS OF HIGHLY
EFFECTIVE TEAMS?
“a group of people, who are independent with respect to information, resources and skills, and who seek to
combine their efforts to achieve a common goal.”
Leigh Thompson
Characteristics:
 A DEFINABLE MEMBERSHIP - a collection of two or more people clearly
identifiable by name.
 TEAM CONSCIOUSNESS - members think of themselves as a team, have a
collective perspective of unity, a conscious identification of each other.
 A SENSE OF SHARED PURPOSE - the members have the same common
tasks, goals or interests.
 INTERDEPENDENCE - the members need the help of one another to
accomplish the purposes of the group.
 INTERACTION - the members communicate with one another, influence
one another, react to one another.
 ABILITY TO ACT IN A UNITARY MANNER - the team can work as a single
organism.
THE GROW MODEL
G
R
O
W
What do we want to achieve?
Goals
Where are we now?
Reality
What could be done?
What will we do?
Will
Options
Obstacles
SWOT and SOAR
Strengths
Weaknesses
Opportunities
Threats
Strengths
Opportunities
Aspirations
Results
ESTABLISHING NEW TEAMS
F – FOUNDATIONS
Establishing the fundamentals of the team, its purpose, values and ways of
working.
O – OUTCOMES
Defining the real outcomes of the work of the team. What is going to be
different as a result of what they do?
R – RELATIONSHIPS
Building relationships based on a high degree of understanding, trust and shared
goals.
M – MOVES
What are the first moves the team has to make in moving towards high
performance achievement of outcomes?
Copyright Wiz Training and Development Ltd 2015
SOME KEY QUESTIONS
 Is there knowledge in the organisation (or in HR) of teams that
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are not working as effectively as possible?
What is being done to support those teams?
Does this support involve guidance on team coaching?
Are leaders in the organisation equipped with coaching skills
and the additional skills of team coaching (e.g. facilitation
skills)?
Are there other internal or external resources that can be
used?
Is consideration given to team dynamics and assisting the
formation of teams through change, restructuring and
becoming a shared service?
Keith Crampton