The document discusses leadership team coaching and high-performing teams. It notes that team performance is critical to leadership quality and outlines top challenges organizations may face like technological change. It argues that team coaching can effectively shift organizational performance and presents a model of systemic team coaching that focuses on the team as a collective within its broader context. The document also outlines Peter Hawkins' five disciplines of high-performing teams: commissioning, clarifying, co-creating, connecting, and core learning.
Leadership Team Coaching - Ashridge Alumni presentation 30 March 2017
1. Leadership Team Coaching
Paul Watkins
Oyster Development Partners
Presentation to Ashridge Hult Alumni
30 March 2017
Geneva
2. Top challenges organisations
believe they will face in the
future
1. Unceasing and
accelerating
transformation
2. Technological
and digital
revolution
3.
Disintermediation
and ‘Uberisation’
4. Hollowing out
of organisations
and the growing
complexity of the
stakeholder world
5. Globalisation
6. Climate change
7. The need to
learn and adapt
faster
Source: Bath Consulting Group 2017
paul.watkins@oysterdevelopment.com +41 79 346 0486
3. Why high-performing Teams?
The performance of teams
is critical to the
quality of leadership
Impediments Enablers
paul.watkins@oysterdevelopment.com +41 79 346 0486
4. Three beliefs:
A team is not an
island; it exists to
deliver for its
stakeholders
Quality
relationships
will drive quality
team processes
Relationships at
the boundary
are as important
as those within
the team
paul.watkins@oysterdevelopment.com +41 79 346 0486
5. Why Team Coaching?
Team coaching is one
of the most effective
ways to shift the
performance of an
organisation.
Time
Create shifts in personal
and collective
behaviours
Working in the
moment with teams
Real business
issues
Shift in the
performance
of the
organisation
paul.watkins@oysterdevelopment.com +41 79 346 0486
7. Systemic Team Coaching
Rest of
organisation
Customers
Suppliers
Focuses
primarily on
the Team as a
Collective
Focus is on the
Team in its
systemic
contextpaul.watkins@oysterdevelopment.com +41 79 346 0486
8. Systemic Team Coaching
Rest of
organisation
Customers
Suppliers
Focuses
primarily on
the Team as a
Collective
Focus is on the
Team in its
systemic
context
paul.watkins@oysterdevelopment.com +41 79 346 0486
12. Clarifying
Primary purpose
Goals
Objectives
Roles
Commissioning
Ensuring a clear
commission for the
team and contracting
on what it must deliver
Co-creating
Interpersonal and
team dynamics.
Team culture
Connecting
And engaging all
the critical
stakeholders
Five Disciplines
of a High-
Performance
Team
12 Source: Peter Hawkins
13. Clarifying
Primary purpose
Goals
Objectives
Roles
Commissioning
Ensuring a clear
commission for the
team and contracting
on what it must deliver
Co-creating
Interpersonal and
team dynamics.
Team culture
Connecting
And engaging all
the critical
stakeholders
Core Learning
Co-ordinating and
consolidating.
Reflecting, learning
and integrating
Is the team
submerged in one
discipline, or has it
slipped down the
crack between the
disciplines?
Five Disciplines
of a High-
Performance
Team
13 Source: Peter Hawkins
14. Commissioning
• Clear Purpose, defined success criteria
• Right team leader, right team members
• Should include:
• Targets
• Resources – people, financial, administrative, technical, accommodation, etc
• Information
• Education – learning and development
• Regular, timely, appropriate feedback
• Technical and process assistance
paul.watkins@oysterdevelopment.com +41 79 346 0486
Source: Peter Hawkins
15. Clarifying
• Clarify its collective endeavour
• Create team’s own mission and charter
• Includes team’s:
• Purpose
• Strategic narrative – goals and objectives
• Core values
• Vision for success
• Protocols and agreed ways of working
• Roles and expectations
• Key performance objectives and indicators
• Aligning team and individual values enhances engagement and performance
paul.watkins@oysterdevelopment.com +41 79 346 0486
Source: Peter Hawkins
16. Co-creating
• The team must constantly attend to how they creatively and generatively
work together
• Notice when they are working well as more than the sum of their parts
• Noticing and interrupting negative patterns, self-limiting beliefs and assumptions
• Effective process and agreed behaviours for formal and informal meetings
• Grow capacity to handle conflict and contention
paul.watkins@oysterdevelopment.com +41 79 346 0486
Source: Peter Hawkins
17. Connecting
• Collectively and individually connect with all critical stakeholders
• Team engages in new ways to transform the stakeholder relationship
• Three main strategies for connecting to wider systems are:
• Ambassadorial
• Communicating about team activity, raising its profile and reputation
• Scouting and inquiry
• Discovering what’s happening and changing for customers, competitors, partners, investors
and how these changes create opportunities and threats for the team
• Partnering
• Developing partnerships with other teams inside and outside the organisation that deliver
greater value to stakeholders than the team can do by themselves
• Have a stakeholder map with role responsibility for who leads which
relationships
paul.watkins@oysterdevelopment.com +41 79 346 0486
Source: Peter Hawkins
18. Core Learning
• This is where the team stands back and reflects on their own performance
and multiple processes. Consolidating, ready for the next cycle
• Support the development and learning of each team member:
• Social support
• Team conflict resolution
• Support for team members’ learning and development
• Positive team climate
paul.watkins@oysterdevelopment.com +41 79 346 0486
Source: Peter Hawkins
