Building Relationships, Enhancing Learning, Distributing

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Global Team Coaching institute (GTCI)

Practitioner in Team Coaching Program- Complex Adaptive Systems (PERILL) Stream

MODULE 6:Building Relationships, Enhancing Learning,Distributing Leadership Functions

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Module 6: Building relationships, enhancing learning, distributing leadership functions

MODULE 1

Our Practitioner journey

Contracting and working in pairs

The discovery and preparation phase

Scoping the assignment

The first session

Building relationships, enhancing learning, distributing leadership functions

Working with the room

Engaging the team with its systems

Disengagement and evaluation

Building your TC business

The Role of the Team Coach

MODULE 2

MODULE 3

MODULE 4

MODULE 5

MODULE 6

MODULE 7

MODULE 8

MODULE 9

MODULE 10

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1. Understand how to build collaborative relationships and trust in a team

2. Know how to enable the team to improve its reflective practice

3. Know how to reshape leadership in the team

Learning Outcomes for Module 6

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Handouts Linked to Learning Outcome

Well-Being for Teams #1

Trust Team Coaching Tool #1

The ROSE e-Book #2

Reflective Practice to enhance coaching practice #2

Traditional V Shared Leadership Assumptions #3

Leadership Functions #3

Managing Role Lock in Teams #3

Handouts for Module 6

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Learning Outcome #1How to Build Collaborative Relationships

and Trust in a Team

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What does the word ‘trust’ mean to you?

WordCloud

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Note: According to the Society for Human

Resource Management’s 2016 Employee

Job Satisfaction and Employee Report

(SHRM, 2016), relationships with fellow

team members was deemed the number

one contributor to employee engagement,

with 77% of respondents listing workplace

connections as a priority.

The Importance of Building Collaborative Relationships in Teams

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THE KEY TO BUILDING COLLABORATIVE

RELATIONSHIPS IS TRUST

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Trust builds the bridge between the business need for results and the human need for connection.

The Significance of Trust

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When we become distrustful, we go into fight or flight mode, with the release of cortisol - we see REALITY with threatened eyes

Losing Trust

We reveal less, expect more and assume the worst;

We interpret with fear, and keep secrets;

We say ‘YES’ to people more without necessarily agreeing with them.

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When we do not trust our colleagues’ capability, a number of elements are impacted:

Values

Relationships

Structures

Data

Interests

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TRUST IN YOU TRUST IN EACH OTHER

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HOW DOES THE TEAM COACH ENSURE THE TEAM TRUST THEM?

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Professional Credibility i.e. Recognised

Qualification in Team Coaching

01

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Contracting with good Intentions

02

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Membership of Professional Coaching

Body

03

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How does the Team Coach assist the Team to build Trust?

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1 Individual Team Members

2 Team

3 Leader4 Organization

5 Stakeholders

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LEVEL OF TEAM TRUST

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Reflection

What do you think the impact of the high / low level of trust between the two team coaches is?

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Trust Building at Work

The Need for Trust is the foundational building block for all relationships.

When trust is breached, the pain of betrayal is very real and can be extremely damaging both personally and collectively. Even the perception of a breach of trust can show the effects of betrayal. Examples of workplace betrayal are dishonesty, breaking ones word, talking behind someone’s back, not sharing pertinent information

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The Pay-Off from High Trust

The 2016 HOW Report concluded that employees who work in high trust environments are

● 32 times more likely to take risks that might benefit the company

● 11 times more likely to see higher levels of innovation relative to their competition and

● 6 times more likely to achieve higher levels of performance compared with others in their industry.

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A survey by RVB Associates of 400 middle managers found that:

● 44% were unwilling to make suggestions and offer ideas for fear of being put down

● More than half thought that offering ideas to top management was a waste of time

● Nearly one third felt it was too threatening to offer contrarian ideas

● Nearly half felt that, when they did offer ideas that were accepted, they did not get the credit

Why team members don’t speak up

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7 aspects of trust in teams

● Trust in each other’s goodwill – do they want me to succeed?

● Trust in each other’s values

● Trust in each other’s ability to keep confidences

● Trust in each other’s willingness to learn from the other

● Trust that each will do what they say they will do

● Trust that each will air any concerns they have about the relationship

● Trust that each will be appropriately tough on the other, when it is needed — knowing that a critical friend is the most trustworthy friend of all.

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Team Coaching Tool - 3 C’s of Trust

Adapted from ‘Trust & Betrayal in the Workplace”

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The Seven Steps for Healing from Betrayal

Step 07Let go and move on -

Use this experience for positive change.

Step 01Encourage team members to

observe and acknowledge what has happened - Take note of their

thoughts and feelings..

Step 02Invite them to allow their

feelings to surface – Giving themselves permission to feel.

Step 03Create an environment where they can

express their feelings respectfully to each other

Step 05Encourage positive

communication inviting each member to take responsibility - Do not play the ‘blame game’..

Step 04Now invite each team member

to reframe the experience - What have they learnt about

themselves and others?

Step 06Move to forgiveness - forgive yourself and others - This is

the gift needed for true healing.

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What does the word trust mean to you now in terms of team coaching?

WordCloud

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Questions?

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Learning Outcome #2Know how to enable the team to

improve its reflective practice

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Reflective practice refers to “a deliberate pause to assume an open perspective, to allow

for higher-level thinking processes”

(York-Barr et al., 2001; p.6)

The purpose of this pause is to enable practitioners to examine their beliefs, assumptions, goals and methods in

order to gain insights that might facilitate improved learning

(York-Barr et al., 2001)

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Reflective learning

● Thinking about the context and meaning of an experience

● Thinking about the lessons to be extracted from an experience

● Thinking about how to use or apply the lessons learned

● Thinking about the process of learning (i.e. how could we learn more efficiently and more effectively?)

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A Simple Structure to Encourage Self –Reflection

Allocate time regularly to revisit recent experiences and seek insights from them. A simple structure for this is the quartet of questions:

-How do I feel about the way that I think?-How do I feel about the way that I feel?-How do I think about the way that I feel?-How do I think about the way that I think?

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Self –Reflection

In order to encourage Reflective Practice for Team Members, at the end of every Team Coaching session, invite the team to summarize their thoughts under the following headings:

● Issues ● Ideas ● Insights● Intentions

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R

O

S SELF-IDENTITY

OPTIMISM AND HOPE

E EMPOWERMENT

THE ROSE MODEL IS AN EXCELLENT MODEL TO ASSIST TEAMS TO START TO REFLECT ON WHO THEY ARE AND WHO THEY WISH TO BE AS A TEAM

REASON TO EXIST- WHAT IS OUR PURPOSE

ROSE Model

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Questions?

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Learning Outcome #3Know How to Reshape Leadership

in the Team

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Leaders of high-performing teams

Team Leaders Focus on Doing, Deciding, Coordinating

Team Coaches Focus on Reflection, Awareness, using Insight to generate Change

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Helping the team leader take a systemic perspective

● What are the interdependencies within this team?

● What are the interdependencies with stakeholders outside the team?

● What is the voice of the system and how well are you listening to it?

● How much of the problems that you see lie not in the individuals but in the space between them?

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INSIGHTS FROM A GLOBAL LEADER

What is Distributed Leadership?"Great leaders do not create followers, they create

more leaders" - Tom Peters

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Questions?

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Next Steps:● Practicum● Q&A Session● Homework & Reading

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Practicum

During next week’s practicum you will work in breakouts on two different scenarios:

Breakout #1: In breakout #1 we will take a systemic perspective and explore how the level of trust within a team affects both internal & external relationships i.e. stakeholders and identify how trust can be established, lost and regained

Breakout #2: You will hold a team briefing session with Alice & her team to explore how & where leadership could be shared in the team to improve its performance.

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Homework assignmentsHere are a few key points you should reflect on:

● A team you’ve been in or worked with who had low psychological safety. What caused the low levels? What helped them enhance psychological safety? (consider using the psychological safety tool)

● What interruptions to collective awareness were at play in your practicum group? What role did you play in it? How did it change? How will you apply this new understanding to future team coaching sessions?

● What did you notice about yourself when there is conflict in the team you’re either a part of or coaching? How can you leverage this understanding about yourself for future circumstances? (consider using the emotional mapping tool)

Mandatory Reading Coaching the Team at work (2nd edition) by David Clutterbuck

● Chapter 8 (Relationships)

Suggested further reading● Charles Duhigg (2016) “What Google Learned From Its Quest to Build the Perfect Team”● “Trust and Betrayal in the Workplace: Building Effective Relationships in Your Organization” - 3rd

Edition by Dennis and Michelle Reina.

Thank you for joining us!

Please, join us for

Practicum Sessions on Tuesday 27 April 2021

Q&A Session on Tuesday 4 May 2021

Documents

Building Relationships, Enhancing Learning, Distributing