Group Dynamics: Team Coaching: Howtobea Team Coach Team Coaching On Sailing Yachts - A Transformative

19th EDITION
GROUP DYNAMICS: TEAM COACHING
Team Coaching
How to BE a on Sailing Yachts
Team Coach – A Transformative
by Georgina Experience
Woudstra (UK) by Mario González
Forrellad
(Germany)
The World is
Smaller Than
You Think
by Bradley
Chapman (UK)
Advancement
through
Collaboration Teams and
by Divya Parekh
Team
(USA)
Coaching
by Veronica
DECEMBER 2017 Wantenaar
ISSN 1217 - 2819
19
(South Africa)
19 772050 12 2017
THE NO. 1 MAGAZINE FOR LIFE AND BUSINESS COACHING

EDITOR’S NOTE
W elcome to another exciting edition of the International Coaching News

(iCN) online magazine! In our 19th edition, the theme is Group Dynamics:
Team Coaching, inspired by helping people understand how to work better
with others. It’s an effective method for showing teams how to reduce conflict
and improve their working relationships. Through accreditation, we build trust and confidence in the coaching
and mentoring profession for the benefit of everyone.
This edition is loaded with content on a variety of relevant topics. It is focused
on helping organisations develop high performing teams, provides tools & tips
on how to build successful teams and how to be a better team coach. In this 19th
edition, look out for the article ‘How to be a Team Coach’ by Georgina Woudstra
from the United Kingdom. In this article, Georgina shares her coaching models
WHY YOUR ACCREDITATION
and tools on how to be an effective team coach. Another noteworthy article
‘The World is Smaller Than You Think’ by Bradley Chapman shows the
importance of connecting your business. ‘Team Coaching on Sailing Yachts – A
Transformative Experience’ by Mario González Forrellad of Germany, discusses
STATUS MATTERS
a unique way in incorporating an outdoor session on a sailing yacht within
a coaching process to accelerate, strengthen and consolidate the effectiveness Certification is verification Accreditation is verification
of the team coaching intervention. ‘Teams and Team Coaching’ by Veronica related to products, related to demonstration of
Wantenaar from South Africa, outlines how team coaching adds value to the
processes, systems or competence to carry out
organisation in terms of continuous performance improvement, reduced staff
conflict and the achievement of business objectives. Each of our columnists, persons specific tasks.
too numerous to mention, has taken some really interesting perspectives, and I
would encourage a thorough read-through of this edition.
Just like all our other editions, this edition is not just an interesting read, but So accreditation is higher than certification, for example, students receive a certificate on
it provides you with helpful coaching tools, personal development ideas and completion of their degree, but it’s the university that has their courses accredited – often
professional development techniques to grow your business.
the reason why a student will select one university over another.
I hope you enjoy this issue and do let us know if there are any topics you’d like
to see covered in the future.
Lovelia
Lovelia Caracut
Editor, iCN Magazine
DISCLAIMER:
WWW.COACH-ACCREDITATION.SERVICES
Disclaimer: The views and opinions expressed in this magazine are those of the authors and do not necessarily
reflect the official policy or position of the International Coaching News Magazine, or Noble Manhattan dawncampbell1 dawn@coach-accreditation.services
Coaching Ltd 15TH EDITION | INTERNATIONAL COACHING NEWS 5
CONTENTS
2 Editor’s Note 32 The World is Smaller Than You
by Lovelia A. Caracut 32 Think Change Peoples Lives ICN TEAM & CONTRIBUTORS
by Bradley Chapman iCN Core Team
5 iCN Team & Contributors CEO
35 3 Tips for Building a Team that Gerard O’Donovan (United Kingdom)
6 The Competencies of an Leads To Your Success DIVISION HEAD
Effective Team Coach by Anne M. Bachrach Leeann C. Naidoo (South Africa)
by David Clutterbuck
EDITOR
38 Team Coaching Essentials Lovelia A. Caracut (Philippines)
8 Team Coaching Bias – Powerful Knowledge Applied
by Barbara J. Cormack MANAGING DIRECTOR - NOBLE MEDIA
21 44 from Systemic Constellations
by Noomi Melchior Natan
Roxana Serban (United Kingdom)
12 Definitions of Team Coaching DESIGN & LAYOUT
Why Trust Someone Else's Joyce Sy (Philippines)
Definition? Apply the
41 Five Tips for Building a Winning
Team iCN Media & Advertising
"Diogenes' Test" Before You Do
by Shweta Jhajharia MEDIA MANAGER
by Martin Goodyer Ioana-Roxana Cozma (Romania/Spain)
44 Teams and Team Coaching
15 Dealing with Employees: by Veronica Wantenaar
iCN Journalists
Hiring and Retaining the Best Julia Mines (USA)
People for Your Business Malcolm Nicholson (UK)
by Anne M. Bachrach 47 Networking for Sales Teams Nadia Themistokleous (Cyprus/UK)
by Phil Bedford Krisztina Csurgo (Hungary/Egypt)
Milena Arav (Bulgaria)
17 Successful Coaching Leads to
52 Great Results 50 Coaching the Virtual:
I, We, & All
Paola Francesi (Italy/UK)
by Gary R. Gasaway iCN Contributors

by Howard B. Esbin Anne M. Bachrach (USA)
Barbara J. Cormack (France)
21 Advancement through
Collaboration 52 How to BE a Team Coach Bradley Chapman (UK)
Cristina Nicoleta Burca (Romania)
by Divya Parekh by Georgina Woudstra David Clutterbuck (UK)
David Frank Gomes (Canada)
23 GROW and LIFT your 56 Team Coaching on Sailing Divya Parekh (USA)
Organisation with Team Yachts – A Transformative Gabriella Peuker (Hungary)
Coaching Experience Gary R. Gasaway (USA)
56 by Cristina Nicoleta Burca by Mario González Forrellad

Georgina Woudstra (UK)
Howard B. Esbin (Canada)
Mario González Forrellad (Germany)
27 Team Coaching – A New 59 The Evolution of the Martin Goodyer (UK)
Frontier Organisations Nick Wright (UK)
by David Frank Gomes Noomi Melchior Natan (UK)
by Nick Wright Olga Kiss (Hungary)
Phil Bedford (UAE)
30 DISCover How to Develop High 63 Reflective Team Learning in Robert Adams (UK)
Retrospectives Shweta Jhajharia (UK)
Performing Teams by Olga Kiss & Gabriella Peuker Veronica Wantenaar (South Africa)
by Robert Adams
4 INTERNATIONAL COACHING NEWS 19TH EDITION | INTERNATIONAL COACHING NEWS 5
The Competencies of an Powerful questions are often at one environments, preface any move into team
Effective Team Coach the core of coaching. In one-to-one

coaching, the emphasis is usually on the
coaching by undertaking additional training to
equip them for the extra demands of this more
by David Clutterbuck (UK) coach finding the right question at the right complex role. In doing so, they often find that
time to stimulate learning in the client. In those extra skills add to the impact of their one-
team coaching, the emphasis is more firmly to-one coaching.
on helping the team find its won powerful
questions, the story. Coaches help individual
clients articulate, reflect upon and learn from
their own story. The same principle applies to
team coaching – but everyone has a slightly
different (and sometimes radically different)
perception of the story. The team coach has to
help them accept and integrate each other’s
version of the team story into a narrative that
helps make coherent and compatible future
choices.
Identity. Coaches help individuals

articulate and understand their own
Team coaching requires a portfolio of skills beyond those in one-to-one coaching. Most of these
identity. Achieving this awareness as a team
relate to the difference in context between individual conversations and group dynamics.
tends to be more complex.
For example: confidences from members of the team.
Managing this takes delicate judgement and
Managing varying paces of skill.
learning. In team coaching, it is
common for some members of the team to Facilitation. While the role of team
come to conclusions about the way forward, coach is not the same as that of a
while others are still at the early stages of facilitator (one of the key differences being
thinking it through. The team coach has to between solving a problem and building
have processes that prevent this difference in capability), he or she does need a good grasp
pace from becoming a cause of conflict, and of facilitation skills and a toolkit of team
use it constructively to help the team come to facilitation techniques and methods.
better decisions overall.
Many of the standard approaches and qualities
Managing sub-groups. Many of one-to-one coaching are also essential in team
teams divide into sub-groups. These coaching, but they tend to demand a higher level ABOUT DAVID CLUTTERBACK
subgroups can sometimes vary according to of skill. For example:
Conflict management. The one-to-
the topics under discussion, or the nature of David Clutterback is a mentor or coach,
one coach frequently helps clients to
perceived threats; and they are not always Listening is a core competence for a facilitator of good practice in Boardrooms;
work out strategies for dealing with conflict
obvious Being aware of these sub-groups and all coaches. However, the team coach and as the practice leader in international
in the workplace (or elsewhere). Those
preventing them from hijacking the coaching needs to listen both to the person talking and consultancies David Clutterbuck Partnership
strategies are “opaque”, in the sense that they (DCP) and Coaching & Mentoring
conversation requires a strong understanding to everyone else in the room. Being aware of
are known only to the coach and the client. International (CMI) which specialise in
of group dynamics and how allegiances their silent conversations, through observing
In team coaching, conflict management supporting organisations in developing
change. In order for the coach to make the body language and intuiting the mood of the
strategies usually have to be transparent, mentoring and coaching programmes,
team aware of these behaviours (so they can listeners, isn’t easy – especially if the speaker
because all the players are in the room and and in establishing sustainable mentoring
consciously seek to change them) the coach is particularly passionate or persuasive
part of the conversation. Handling the and coaching cultures. DCP also offers
has to be hypersensitive to them first! consultancy and training in Systemic Talent
emotional energy in such situations is a
Using silence effectively is a sign Management. Everything he does revolves
skilled task!
Confidentiality. What gets said one- of a confident and mature coach. around helping people and organisations
to-one often isn’t appropriate to say in But creating silence in a group situation, harness the power of dialogue.
These differences make it essential that coaches,
front of the whole group. Yet the coach will especially when the team is composed mainly
whose experience has been mostly in one-to-
typically be privy to a number of individual of activists, is much more challenging.
6 INTERNATIONAL COACHING NEWS 19TH EDITION | INTERNATIONAL COACHING NEWS 7

1. Clear ‘membership’ and boundaries. about the topic or reason for the team, put
aside comments made by one member of the
2. Compelling direction or purpose to guide
team about another, and maintain each client’s
the team in their work.
confidentiality.
3. Selecting the right people with the
appropriate knowledge, skills, and/or The coach must be able to listen
experience to perform the task or tasks at the right level to both an
required to achieve the goal or outcome. individual member of
the team and when
4. A solid team structure with a clear set they are working
of agreements to guide them on how to with the team
get the work done. In other words, this as a whole.
could be a team ethical code. Listening at the
5. A supporting organisational structure right level when
that has the ability to provide (1) working with
information, (2) time, and (3) resources one person is a
for each member of the team to get their standard skill
Team Coaching Bias work progressed and completed. for every coach,
but being able to
by Barbara J. Cormack (France) 6. A competent coach who is able to support be aware and listen at the right level when in a
the team as a whole. The coach could be meeting takes the coach to the next level. They
a member of the team or they could be an are looking for and listening to people who want
Team or Group Coaching is all about working with more than one person at the same time. It is internal organisation coach not included to be the focus of attention, as well as people who
said that a ‘team’ is a group of people working together to achieve a common goal or outcome; as a member of the team, or an external don’t say anything; and all those in between. It
whereas a ‘group’ maybe a number of people who have the same interest, but may not specifically coach. is not the coach’s responsibility to ‘chair’ the
be working together to achieve a common goal or outcome, rather may be working together to meeting, but rather to support each step taken to
achieve a more personal but similar goal or outcome. They do explain that if any of these conditions achieve the team goal or expected outcome. The
are misaligned, the result could be interpersonal coach will interject with appropriate questions
While coaching one person at a time is a very outcome. From the Director and Senior Manager conflict within the team. to help the team take the next step. They will
powerful way for that person to achieve their goal to each person within this team; everyone has a use tools like the GROW process to help the
– personal and/or professionally, within a team role to play in its success. SELECTING THE COACH: meeting move to a successful conclusion. They
focusing on one person at a time is only part of will question assumptions. They will help each
the whole picture. Working with the whole team, The goal or expected outcome is defined by The coach must have the ability to work with person understand what another has said or
where the team has a single or common goal someone senior within the organisation. The each individual person, one at a time, and with explained. They will help work through all
or expected outcome, gives each person within goal or expected outcome is often ‘given to’ a the whole team simultaneously. options and select the right action and individual
that team the opportunity to learn, reflect, grow, senior manager to deliver. The expectation of team member’s tasks to take the next step.
develop, and be part of the success of achieving success is set by others. As well as all ‘standard’ requirements to be
the common goal. a coach, the coach must be able to be non- EXPECTED OUTCOME OR GOAL:
SELECTING THE TEAM: judgemental, put aside everything they know
Research shows that for teams and groups, the
individual person’s opportunity to grow and Whether this is a department within an
develop is more dependent upon working within organisation or a selected team, it is important to
the team environment; than working on their know that the right people are part of this team.
own to achieve a team goal or outcome. Having As the coach supporting this team, how do you
said that though, where the team is a group of support each person in the team to know that
people working together who have no desire to they are the right person?
succeed as a team, then the outcome of team
coaching may be very limited. J. Richard Hackman (Harvard) and Ruth
Wageman (Dartmouth College) have written a
Teams come together for a specific reason – number of articles, papers, etc. on team coaching
either as a department within a company or for and have outlined the following six conditions
a specific project. Whatever the reason for the critical to a successful team structure:
team, each team will have a team goal or expected
8 INTERNATIONAL COACHING NEWS | 19TH EDITION 19TH EDITION | INTERNATIONAL COACHING NEWS 9
Each one of us knows how hard it can be to stay Often organisations have an expectation that a
The skills each coach learns when they train to be a coach
focused on achieving our personal goal or goals, goal or expected outcome can be achieved in a set
are what they need to be a competent team or group coach,
but when departments or teams are ‘given’ a period of time. This expectation may be based
used at a level of more awareness:
goal; it can be hard to make it a success. on a specific requirement, i.e. an exhibition or Coaching using all the
conference date; or it may be a date put in the tools and techniques
• Listening skills, enhanced to ensure that the coach
When you are setting your own personal goals, diary because it felt like a good date. available creates
is truly listening to each member of the team.
using tools like the SMARTER process, you are a journey of self-discovery
absolutely clear about the benefits of this goal to It is important for the coach to be aware of the • Questioning skills, which will include helping the and achievement!
you personally or professionally. When you are expected end date and to help the team work team to (1) think outside the box, (2) understand
‘given’ a goal you sometimes cannot see the same towards it. The coach is able to work with the their strengths as a team, (3) help them realise © Barbara J. Cormack
level of benefits. team as a whole and each member of the team their learnings individually and as a team, and (4) www.nyasa.biz
to overcome obstacles, concerns, worries, fears; take each step forward.
It is important that the coach helps each as well as the time taken to learn, grow, and
• Provide feedback to individuals and the team as
member of the team (1) understand the goal, (2) develop; while taking one step as a team at a time
whole, as and when required.
understands the benefits to them, and (3) create to achieve their successful outcome.
a goal that allows each member of the whole • Use silence effectively. It isn’t always appropriate
team to support the steps that need to be taken The coach is not a member of this team and for the coach to speak or raise a question when the
to be a success. can also work with the Senior/Project Manager team are quiet and thinking something through.
in their report back to the person/people who
TEAM IDENTITY: defined the goal or expected outcome. This • Framing and Reframing information, perspectives,
report can raise both risks and successes in and maybe also situations.
helping set or reset their expectations. • Conflict understanding and support. Conflict is
often a subject brought into individual coaching
SUCCESS! and it is no different when coaching a team.
It’s not surprising that when a goal or expected Team and Group Coaching is very rewarding.
outcome is achieved that the team feel a little ABOUT BARBARA J.
deflated. Often the person/people who defined CORMACK
the goal or expected outcome will say ‘great
Barbara J. Cormack MNMC,
news’, ‘well done’, ‘congratulations’; but this
CIAC, AFC, AFM is your leading
does not mean that the team as a whole or even Spiritual Coach, Mentor, Trainer,
each person in the team is ‘feeling’ the success. and published co-author and
Coaching within a business always raises the author. Barbara is an advocate
question about the identity of both the individual of achieving in every arena of
within the business and the individual within the life and combines her extensive
department or team. Here the coach has the experience gained across her
opportunity to work with the team as a whole to many different careers; to
create, define, and understand the team identity. support her clients, colleagues,
family, and friends achieve
ONE STEP AT A TIME: their dreams; become the best
they can in all aspects of their
lives; and find a true work/life
balance. Clients hold Barbara
in high esteem. Her style of
working makes the possibility of
sustainable change compelling,
inviting, exciting and achievable;
The coach can play a huge role here both for the by combining her extensive
team as a whole and for each person. One of the background and experience with
things that we do not do very well is CELEBRATE a keen insight into the demands
our successes! The coach can work with the team of balancing the personal with
as a whole and with individual members to help the professional.
them understand what they want to do or how
they want to celebrate this success.
Definitions of Team Coaching willingness to see through politics, hierarchy, and
reputation, something we'd be well advised to
clear why Plato's definition didn't catch on, - it
really was a bit rubbish, but it's also interesting to
Why Trust Someone Else's think about when considering the raft of material
claiming to teach and advise about any aspect of
note how once invested in something it is difficult
for anyone to back off and reconsider, even when
Definition? Apply the

coaching. A confident, competent, light-hearted it is clearly not doing what was intended. Sadly,
but serious approach to otherwise difficult issues something similar can happen with coaching
with clarity as its aim, is the mark of what I like to definitions. Often, the definers have come up
"DIOGENES' TEST" Before You Do now call the Diogenes Test, a test that evaluates a with forms of words that are no more appropriate
definition put forward as being absolute and true, than Diogenes' plucked chicken, yet coaches
and asks if it’s possible to simultaneously refute it cling to them as if they are the gospel according
by Martin Goodyer (UK) with good nature and clarity? to 'whoever'; team coaching, group coaching,
Goodyer's Diogenes' Test: Is it possible to refute a definition corporate coaching, business coaching, executive
with both good nature and absolute clarity? The challenge of applying the test is that it can coaching, management coaching, workplace
be difficult to let go of any belief once it has been coaching, life coaching, ... the list goes on, and
History is littered with examples of the great and are blocking my sunlight". Fortunately, Alexander accepted, because even when faced with obvious along with it a growing list of definitions almost
the good coming up with definitions that prove to was amused by his confidence and his willingness contradictory evidence, there's no guarantee that universally either simply 'made up', or based on
be less than helpful: to shed anything he considered unnecessary, and adherents to any now-discredited 'fact' will back something that a previous enthusiast made up.
replied; "If I were not Alexander, I should like off. If someone of Plato's obvious intelligence Like Plato, they are present as fact when in truth
About two and a half thousand years ago in to be Diogenes!" To which Diogenes quipped continued to plough his previous furrow by trying they lack any significant empirical evidence and
Ancient Greece, some of the better educated "... and if I were not Diogenes, I too should like to amend his plucked chicken definition by adding testing Therefore, they rarely stand up to the
Athenians had all but accepted the great Plato's to be Diogenes!" Clearly, he was both confident that a human had to have toes, then is it not likely Diogenes' Test.
definition of a human being, because after much and had a sense of humour, and luckily for him that lesser souls will cling to their opinion and
deliberation he had distilled it down to this: a so did Alexander. His value of coaching is his defend it? Looking back with twenty-twenty it's There is no single agreed definition for any
'featherless bipedal animal'. I'm sure there was form of coaching, never mind the possible
much deferential nodding of heads and very little niche of coaching teams. Of course, there may
questioning, as they must have assumed all the be 'ideas' about coaching teams, no doubt some
necessary thinking had been done by someone of of which are worthy of exploration, and while
his standing and notoriety; because how else could it would be inappropriate to quote definitions
the great man had come to this unique definition? given by others, allow me to make up a couple
However, the first person to be known as a cynic, of apparently reasonable definitions of team
an interesting chap called Diogenes of Sinope (not coaching such as; a method by which a given
to be confused with plenty of other well known number of persons engaged in a collective
figures along the philosophical timeline named goal are facilitated to recognise and commit to
Diogenes - as I think the name must have been as personal actions toward the achievement of that
common as 'Alan'!), was brave enough to call this goal. Or perhaps; the application of a sequential
definition into question. Rather than debating questioning approach to person's engaged
the topic he apparently barged into one of Plato's with an aligned aim so that they apply existing
teaching sessions holding aloft a freshly plucked knowledge to better effect. I could go on, and
chicken crying, "Behold, here is Plato's man!" include more complex distinctions, but to what
end? If presented forcefully and with explanation
Diogenes were something of a unique character; they could easily be accepted as a definition. As
apparently living in an upturned old bath at the such they hold the potential to damage as they do
edge of the town square, sleeping naked in the to add value. They are not tested, nor have they
street, and distilling his life down to the very bare been subject to thorough peer review. They are
(excuse the pun) necessities needed to survive. someone else's ideas about what team coaching
Like all notable philosophers, he was not afraid should be, so, instead of taking any definition
to ask challenging questions and put forward or suggestion about 'the way to coach teams' at
his view on how to tackle the challenge of 'life'. face value, ask a better question; What is it you
Indeed, so well-known was he, that Alexander want to achieve with this team? What is it about
the Great made a point of seeking him out when coaching that you imagine might offer a better
visiting Athens, and when given the opportunity outcome than straightforward facilitation, team
to ask a question of this most important man is building, or some other well established method
reported as saying; "will you move because you of causing a team to improve performance? What
might team coaching include that any other intervention
does not, and how do you propose to use this difference
to add value? What aspects of coaching in the workplace
Dealing with Employees:
produce the most effective results, and how might these
be included in the intervention you propose? There are
Hiring and Retaining the Best People
no end to questions you might pose to yourself before
embarking on team coaching as there is no end to the
for Your Business
dynamic circumstances within which team coaching may
be applied.
For example, imagine that a team is mired in a sinkhole of

internal politics and each team member has unaddressed
personal 'issues', then consider how some of the proposed
team-coaching definitions and approaches might work
in these situations? Will a 'process' deliver the desired
results? Probably not. Will an 'open discussion about
an aligned goal' end in a successful outcome? Probably ABOUT MARTIN GOODYER
not. Whether it be issues of politics, resistance to change, (MBPSS MAC)
personal problems between team members, unspoken
by Anne M. Bachrach (USA)
and unacknowledged prejudice within the organisation, Building trust, creating a safe
or other 'individual' barriers to the achievement of a team space and recognising that Ask any entrepreneur about a very important factor for the growth of their business and the answer
goal, the successful coach will probably need to take a no leader has all the answers
would be people – the ‘right’ people. In this day and age, the importance of the workforce gets
but always has strengths to
flexible and masterful approach to the application of lost in the myriad of buzzwords which are thrown around by the new age executives. Marketing,
build on, are hallmarks of
coaching technology to be successful. Therefore, be your outstanding coaching. With an research, focus and control groups, and whatnot, one cannot underestimate the contribution the
own expert: If you are going to coach teams then start exemplary and extensive track human resource is made to a business. Simply speaking, without the employees, a business cannot
with a very clear end in mind that is specific to that team, record of coaching built on the survive, let alone thrive.
refresh your knowledge about coaching techniques and solid foundations of a 17 year
approaches, and only then formulate an approach that is business career, qualifications in As an entrepreneur, dealing with employees culture suits that, they are willing to
likely to give you the best possible outcome. Ask yourself business management and as a is a critical skill component. You have to make come on board. If your business wants
tough and insightful questions that push you to move psychologist, and now 17 years sure you attract the right people, filter them out to educate the highly-educated people,
past anything 'standard', and instead create your own as a full time coach and coach before hiring them, retaining them for a long this is something you have to work. For
bespoke methodology applicable to that team of people. educator, an author on books period, and ensuring their growth in the job the low-educated personnel, the focus
I submit that any team coaching definition, or indeed on coaching and productivity, a
assigned to them. The workforce today is more is on work hours, job safety, pay scale,
teacher of coaching philosophy
any coaching definition will benefit from being subject to professional than ever. Even a person working in benefits, etc.
and skills at the highest
the Diogenes' Test, because without it there's a danger accredited level, and a coach the most menial of jobs looks at factors such as
that they may end up being about as useful as a plucked of vast experience working job satisfaction and the workplace environment • Advertise the benefits and growth
chicken! internationally with C-suite when analysing their working experience. opportunities for the position you are
clients from India, the US, Africa, seeking applicants for. Candidates, who
Scandinavia, Central and Eastern Attracting the Best are looking to work full time (or even
Europe and the Far East, Martin part-time) are interested in what their
is a world class coach. The first step in the process to get the best
future would be like if they took the job.
people working for you is attracting them. If your
Unless you make their career path clear
His coaching style is to effect business fails to attract the cream of the crop,
from the outset, you would have a hard
rapid and lasting performance how can you expect to hire them? In this regard,
time retaining employees.
improvements in both team and this is the most important part of the process. If
individual behaviour. Martin also you manage to get the best people to apply for
acted as personal coach to a • Make the recruitment messages suitable
the vacancies, you can have your choice of the
number of high profile clients in to the needs of the job. If the position
ideal employees you are looking for. Here are
the public eye and is an excellent advertised is an entry level one, you
some pointers which will help you.
presenter on seminar platforms, don’t need to be verbose or talk about job
with extensive television and enrichment and other such things. What
radio experience. • Place emphasis on what the mission
this means is that you have to tailor the
and culture of your business is. The
message you send out to the prospective
grad students of today specialise in
applicants based on the vacancy.
one particular area and if the business
Hiring & Retaining Employees of the workplace experience. If an employee
Once you have attracted the best possible
feels happy when coming to work, they will be
punctual and more likely to stick with you. As an
Successful
applicants, hiring them is not too difficult. You
have to convince them that working with you is
employer, you have to create an environment in
which the employees enjoy their work and get a
Coaching Leads to
the best thing for them and they will happily sign
on. Yet, there are some tips which you must follow
lot of satisfaction from doing their work. GREAT RESULTS
when hiring employees. The best part is that the by Gary R. Gasaway (USA)
Ensure Growth and Development
tips also help you retain your best workers.
Happy employees are the key to your business’
Offer a Good Pay Packet growth. However, job satisfaction alone is not
enough. You should make sure there are plenty
of opportunities for the employee to learn and
grow in the job. Like satisfaction, job enrichment
is a surefire way of retaining employees for a
long time. Offer consistent chances for growth,
including promotions, attending special job-
related courses, as well as greater responsibility
and authority with the passage of time. This
would also make delegating work easier for you.
Final Word
Being a growing company, paying high wages Most successful organisations consist of managers that have great coaching abilities. These
Employees are the lifeblood of any business, big
comparable to the leaders in the industry is managers are considered great coaches because they can motivate, inspire, influence, overcome
or small. If you want to take your business to the
impossible. The basic pay package includes the obstacles, transform risks into rewards, vision into realities, and values into actions. In other
next level, it is imperative that you find, hire,
salary as well as other perks and benefits which words, they use teamwork to lead their people to great results. But before teamwork, there is team
and retain the best people for your business.
you, at this point, cannot afford. What you can building. One must come before the other. For successful teamwork, effective team building must
Remember, it all starts with attracting the best –
do instead is offer stock options, performance take place.
right off the bat!
related-bonuses, frequent promotions, a few
more holidays off than the minimum allowable, Let me define teamwork verses team building: commitment, and trust in themselves and
etc., to keep them motivated and satisfied with Teamwork is the ability of two or more individuals each other. By following enhanced coaching
the financial compensation. Offering a good pay to work together towards a common vision or techniques, they can become a better leader and
packet does not mean you break your budget. goal. simultaneously assist their team members to
reach peak performance.
Accommodate Their Lifestyle Team building is the foundation that creates
teamwork through effective communication, Coaches are paid to achieve results. To accomplish
Employees love working at places where their trust, encouragement, mutual respect,
that, they have at their disposal three resources:
lifestyle is easily accommodated. For instance, enthusiasm, flexibility, positive attitude, andtime, finances, and people. Since time and
the family needs of some people don’t allow them recognising the diversity of individual talentsfinances are limited resources, that only leaves
to work the usual 9 to 5 shifts. If you are flexible required to accomplish peak performance. people. Each one of the team members offers
in terms of working hours, the employee would untapped experience, strengths, and talents. The
be more than happy to work and keep working In other words, successful coaches know they key is learning how to tap into each resource and
for you for a long time. Some of their work might must build a team before teamwork to achieve. make the best use of each resource.
be able to be done virtually; therefore, saving ABOUT ANNE M. BACHRACH As a coach, your job includes evaluating the
daily drive time can be appealing to motivate and different talents and skills of all your team Let me explain each resource and its importance
productive employees. Anne M. Bachrach is known as The members and then using each person’s unique to the coach:
Accountability Coach™. She has 23 years of strengths to the advantage of the entire team.
Bolster Job Satisfaction experience training and coaching. Business At the same time, you are expected to motivate YOUR TIME
owners and entrepreneurs who utilise and inspire team members and help them stay
Over half the people working hate their jobs. Anne’s proven systems and processes work
on track toward achieving team goals. True leadership means getting things done
One good opportunity and they would happily less, make more money, and have a more
through others. It’s your job to lead your team
switch employers. However, they are not often balanced and successful life. Anne is the
author of the books, Excuses Don’t Count; Successful coaches have abilities to produce as a coach. You must depend on your team
the best employees a company has. The best
Results Rule!, and Live Life with No Regrets; achievement in others. They keep the team members to perform. If you try to do too much
ones are those who love coming to work and
How the Choices We Make Impact Our Lives, focused while building members’ confidence, of the work yourself or if you think only you
enjoy their jobs. Job satisfaction is a crucial part
and The Work Life Balance Emergency Kit.
can do it right, then you’re cheating yourself can achieve more than working independently. If you have an issue or point of disagreement
and your team. Furthermore, the team’s results Working in a team building environment allows with a team member, tell them, not others –
will suffer because you are spending precious for effective communication, resolving conflict, ABOUT GARY R. GASAWAY
this builds honesty, integrity, and trust.
time performing routine tasks that your team direction, focus, setting unified goals, and
Gary R. Gasaway is an author,
members should do. structure. Coaches realise that in most cases, the Use a strong sense of collective power – this keynote speaker, trainer, and a
use of teamwork leads to desirable performance builds synergistic harmony and enthusiasm. certified professional life coach
YOUR FINANCES improvements such as: peak productivity, As a retired manager from
effectiveness, and higher quality. THE BEST TEAMS ARE BUILT! Southern California Edison,
Gary used his natural talent
Here are (12) components of team building It is clear that true high performing teams are built for coaching and became a
to transform into successful teamwork: on a foundation of valued components, including: “corporate coach.” He has
communication, trust, encouragement, mutual respect, previously published: The Coach’s
Listen to the other team members enthusiasm, flexibility, positive attitude, and recognising Chronicles – A Journey Through
first, then decide how to respond – Life’s Trials and Triumphs and
the diversity of individual talents required to accomplish
The Coach’s Chronicles II – It’s
this builds trust & mutual respect. peak performance. Your Story! Start Writing it!
Gary’s third book: The Coach’s
Recognise that everyone has an Think of these same components as ingredients of a Chronicles – Everything Matters
opinion about almost everything – recipe. If one ingredient is missing or if you measure too will be released in the fall of
this builds open communication. much or too little of an ingredient, your results will not 2017.
Your pay is a direct result of how well your team be successful. It is with the right combination of these
members perform – not specifically what you Acknowledge differences of opinion ‘ingredients’ and the correct ‘measurements’ that are the Gary has a Bachelor of Science
do. Because your team members actually do the – this builds flexibility and support keys to successful results in building teamwork. degree in Organisational
work, they are responsible for the team’s results for one another. Management and a Master
and ultimately, your pay. If the coach takes the necessary time to get to know and of Science in Leadership and
Use effective conflict resolution Management. Gary is the founder
understand all their team members – more importantly,
and owner of Conflict Coaching
YOUR TEAM MEMBERS methods – this builds team learn what motivates them, they will be well on their way Solutions
confidence to overcome obstacles. to personal and professional achievement and successfully
coaching their team to great results.
Anticipate and adapt to changes –
this builds initiative, desire, and a
willingness to accept new challenges.
Act and communicate in a positive

manner – this builds a positive
environment.
When in doubt about anything, seek

clarification – this builds complete
understanding.
Your people are the unlimited resource. It’s a
fact that you need your team members more Assumptions are risky; make them
than they need you. Your job is to lead. Because only when you have to – this builds
your time is limited – you cannot conceivably do commitment to high standards.
everything. You need everyone’s help to achieve
the team’s goals. Have faith in your team to reach Clarify where your responsibility
the goals you set. stops and starts, and how it fits with
that of other team members – this builds
Using all three resources effectively will lead you purpose and clear roles.
and your team to great results.
Update team members who need to
To create team building, a great coach encourages know what you know – this builds a
collaboration. They understand that members of sense of community.
a team working collaboratively with one another
Advancement
through
Collaboration
by Divya Parekh (USA)
Around the turn of the 15th century, John Donne penned his famous poem that started out with
the line, “No man is an island.” Donne used the poem to explain how life has people intertwined
together in all aspects of life. The connectivity is a great lesson for a professional in any career or
organisation. While effective collaboration is the key to propelling a particular project or an entire
business forward, it is also significant in advancing your career.
with others. They learn what your abilities are

COLLABORATION
regarding leadership, communication, technical
knowledge, etc.
In any business or organisation, you need to work
Teamwork principle also comes into play if you
with others. They could be employees, clients,
are working with others outside of your company.
consultants, the management team, etc. Frankly,
When you are efficient, authentic, and genuinely
the list can be endless depending on what your
support others to succeed, you are demonstrating
company does. I have seen people grudgingly
character and talent. Good companies are always
take on collaboration opportunities in a spirit of
looking for great talent. Leaders keep a database
distrust. A negative attitude is a wrong approach
of people they meet or work with who impress
as working with others can greatly enhance the
them. That is also a great concept to adopt for
career options presented to you in the future.
yourself. With the dynamics of many businesses
changing rapidly, you could find yourself in a
You could be collaborating with different people
position of needing people right away to help you
in a group effort. Within your company, it could
in your responsibility. Wouldn’t it be nice to have
be someone higher up the hierarchical ladder,
a list of “go to” people you worked closely with
a peer, or someone who reports to you. As you
in some fashion that you can connect with when
should realise by now, a company’s personnel
you find yourself in a position to hire talented
are subject to change. People leave, move up,
people?
and, at times, might leapfrog a couple of rungs
on the corporate ladder. The point is, whoever
COMPETENCY
you work with during a collaborative project
could be in a position now or in the future to help
Working with others on a specific project allows
you with your career aspirations. Collaboration
you to sharpen your skill set. I am going to share
is the key to building your circle of influence.
a verse that my friend talked about: “As iron
People see how you work and how you interact
19TH EDITION | INTERNATIONAL COACHING NEWS 21

sharpens iron, so one person sharpens another.”
Whenever you pull two or more people together
Even if you are not the head of the collaborative
team, you can benefit yourself greatly by
GROW and LIFT your Organisation
to work on something, you are giving them the
chance to learn from one another. Leverage these
exercising your leadership to the team. That
means you have to understand your role in with Team Coaching
opportunities with a learning mindset because it motivating, removing barriers, and providing the by Cristina Nicoleta Burca (Romania)
allows you to gain knowledge about other facets right amount of knowledge and support for your
of business operations. The biggest benefit of team to accomplish its goal. Take the initiative Don’t let procrastination or lack of commitment, drive the performance of your team and company.
working with others is the privilege of forming to present alternative solutions to whatever GROW and LIFT your team and thus, your organisation will grow naturally. Team coaching has
healthy relationships with others. issues the team faces. Others will now perceive developed in Romania since 2006 and since then spread massively among companies. However,
you as someone who thinks outside of the box there are still managers who might consider team coaching conversation as “wide and broad”
For example, you are in marketing and brought and working for the good of the team. When you rather than the deep dive of an individual coaching conversation.
into a collaboration where you are routinely view and live your life through the lens of servant
dealing with IT matters. IT might not be in your leadership, people recognise and appreciate you But is it truly like this?
wheelhouse, but after working on the project for and your work ethics they have experienced
a while, you find yourself absorbing the lessons during collaboration. As a result, people become Let’s test the reality, with Dr. Mihaela Stroe, team
from the IT technicians. Before you know it, you your champions and support you in your career coach, author and sociologist, based in Romania,
have a working knowledge of how IT works and advancement by sharing relevant opportunities with clients all over the world.
that sets you up for a promotion that requires with you and advocating you to others.
some familiarity with IT issues. Without being Hello Mihaela and thank you for your time and
a member of that cross-functional team, you SUMMATION answers to the questions below! Your feedback
would never have been in the running for the would highly benefit our international readers!
new position. The relationships you foster through
collaboration are invaluable to your future What is team coaching and how
CONFIDENCE success as an individual. When you mindfully did it evolve throughout time in
apply all of your skills, talents, and leadership Romania?
While achieving the desired goal of the ability in a group effort, you are showcasing Peer-coaching groups or team coaching
collaborative group, a by-product is that every your capability as a team player and somebody includes a highly focused group of people
member of a successful endeavour should to be counted on when given responsibility. (from 6 up to maximum 10/12) from the same
grow in ability and confidence. The confidence Whether you are an employee of an organisation organisation.
strengthens from the newest member up to the consisting of 10 people or 10,000, these attributes
leader of the group. Confidence is one of those are in high demand. People recognise your A coach/facilitator trains group members about
intangibles in life and in business needed for contribution to team success and believe you are how to select a coaching goal, hot to get help in Therefore, the idea and the necessity of group
anyone to move up to the next level. While some someone to be part of the advancement program groups, how to help others in groups and how coaching appeared after the concept of coaching
people seem to radiate a natural confidence in or succession planning of the company. Thus, to ensure the group process remains focused. became more solid and reliable for team
everything, for most of us confidence comes with collaboration leads to meaningful relationships Coaching is not so old in Romania. I have performance.
success. When you accomplish something, it is as well as organic career advancement. personally heard about this concept in 2006 when
like a child on an Easter egg hunt. The more he Sir John Whitmore, the father of performance Where is it most applicable (which
or she collects Easter eggs in their basket, the coaching held a conference. type of organisations / teams /
happier they are and the more eggs they are able groups)?
to find.
It is most applicable in any organisations/teams important tool in this team process. As well as C. Coaches: You as a coach use extensively
or groups that want to strive in the business world, finding commitment indicators, because of the your observation and listening skills,
that wants to bring productivity, performance, focuses of team coaching concerns the degree of your intuition, you gain strategic
motivation on board. commitment team members have and display competence to know how and when to
towards their team as a system and towards their progressively introduce a new frame and
It can be used when you want to undertake a results. As examples of indicators I use time you get a lot of practice and experience.
complete diagnosis of the team’s culture, using management indicators, energy management
a specific diagnostic tool (I use sociological indicators, ethics management indicators. Timeline. How soon can changes be
instruments from Human Synergistics to analyse seen by clients and organisations?
the organisational culture). Let’s not forget the classic tools for coaching, The timeline varies from one organisation
that can be applied successfully in team coaching to another. From my experience the changes can
It can be useful to coach a team on a specific too: The GROW (Goal, Reality, Options, be seen in a time frame of three months up to six
process or to specify the team’s vision and Will) model, The LIFT (Listen, Identify, One of my success stories is with a client (a
months if the group is committed to organisation
long-term business mission. Or it can rapidly Facilitate, Test) Coaching Plan, STEPPA production company) which was passing a period
improvement.
introduce the team to a needed collective skill (Subject, Target, Emotion, Perception, of massive change (they were sold to a bigger
(such as delegation, communication, active Plan) model. company). Their need was to stay accountable
Team coaching vs. Individual
listening, time control, productivity). to be a great asset and to have high productivity
coaching. Why & When to favour
Team coaching. Please list a few in the production. Therefore, I worked for 3
one against the other?
Also, it can be used to define measurable benefits for: months with the top management team (12
This choice is made according to the size of the
operational team goals for six months/one representatives at that time) and had several
year or to make a team 360% inventory (here I group coaching meetings. During this period,
collaborate with Hogan Personality Assessment they managed to increase their productivity,
tools). they remained accountable for selling and they
became a stronger management team with great
What tools are mostly used for communication and with high commitments.
team coaching?
Romania vs. World. From your
perspective, is there any difference
in team coaching between
Romanian market and the international
one? If yes, which main differences
do you see, in terms of organisations/
clients’ attitude and behaviour?
organisation. It is obvious that when you have
a small organisation, it is needed the individual
A. Clients: Clients receive diverse forms coaching because you can choose the managers
of feedback and feedforward resulting you believe that must get coached, you set
in more diverse views, opinions and up business objectives and then the coaching
perspectives; get more support and process starts. Another way when you can use
I will state briefly some of the team coaching networking; along with getting coached, From my perspective, there is no much difference
individual coaching is when you have newly in the team coaching done in Romania and the
tools. One of them is “triangulation” which is a clients develop core skills in coaching appointed managers or persons that you identify
behavioural tool that consists in implementing too. one done at the international level. We use similar
that they have high potential for improvement. methods and Romanian coaches are well trained
behaviours that will create fluidity in all team
interactions. B. Organisations: It is often much easier as other international coaches. The difference
Of course, when you have a large organisation, that I perceive is at the level of how organisations
to have more people get coached and do with various layers of management, team behave in Romania and how their attitude is
“Geography management” permits a good so more quickly across the organisation; coaching are more challenging. Using group so much different than in other countries. In
overview of the team members’ collective group coaching can be much less coaching you can improve faster organisational Romania we need to be more proactive and
configuration. This geographical positioning of expensive and it is much easier to use it development.
the team members in a meeting context offers a for organisational development because to ask for help when our organisation needs
number of indicators that reveal the team’s “real” effective organisation development improvement (to ask for individual and group
Our readers like Success/inspiring coaching) and not to procrastinate and lose
way of interaction. always gets done by teams rather than Stories. And so do we. Please tell time waiting for the problems to be solved. Your
by individuals. us one/two success stories that people, well coached, will solve any issues, so my
“The equal time principle” means to adopt you had with your clients with the use of kind advice is to invest in coaching programs for
the same stance with all team members, very team coaching. performance.
Challenges that team coaches
can face when working with
teams and it is much easier to clarify
these than to reach business results.
Team Coaching – A New Frontier
conservative clients and ways to
by Nick Wright (UK)
overcome them. III. Learn to offer feed forward: In my
Lack of commitment is one of the challenges in book “Why You Should Put Yourself
team coaching. One way to overcome this is to First” (you can find it on my blog www.
help the team members to find their meaning mihaelastroe.com) I dedicate a whole
and their purpose in what they are doing as a chapter to the art of feed forward, how
team. Like this they will be motivated and willing to offer it, why to offer it. Very simply
to put in the hard yards to achieve their team’s put: rather than providing positive or
goal. negative feedback, feed forward consists
in providing future-oriented options or
Procrastination is another one. One of the best solutions.
ways teams can work around this stumbling
block is to break their common goal down into
manageable sizes – mini goals. They should then
create a timeline that clearly states when their
mini goals should be achieved. How do you eat those teams that are geographically dispersed.
INTRODUCTION
an elephant? Piece by piece! This here-and-now immediacy provides the
team (and coach) with critical opportunities
Team coaching is emerging fast as a new area
Lack of direction is another challenge with many to observe, reflect on and, where needed, take
of interest and experience for coaches who
clients. When a group has little idea of what they actions to address focus, assumptions, feelings,
work with people in organisations. There are a
want to achieve, it can be quite challenging for a behaviours, ways of working, impacts etc. in the
number of reasons for this, most notably perhaps
coach to assist the group to discover what they moment, as they happen.
a growing recognition that:
want out of their group coaching relationship.
Conversely, the biggest risks in team coaching
• Potential: The performance of a great
Three (3) Recommendations for ABOUT CRISTINA NICOLETA can be that the coach may become over-involved
team can often outstrip the performance
Managers and Team Leaders to BURCA in the system, inadvertently collusive or find
of individuals or teams who work in
create and maintain successful that dynamic within the team (e.g. hostility)
isolation from each other.
teams. Cristina has contributed to the iCN magazine are projected onto the coach so that the coach
since 2014, by interviewing coaches around becomes a proverbial ‘lightning rod’. This means
My three recommendations for managers and • Influence: People and teams can affect
the world to shed a light in this fascinating that awareness of and ability to work with group
team leaders to create great teams are: personal and professional development field. each other significantly in terms of e.g.
dynamics, social constructs and systems thinking
Cristina worked as a journalist in Romania their thoughts, feelings, engagement,
can be invaluable tools in the coach’s toolkit, as
I. Know all your team members very well: (2006-2008) and then moved to Brussels behaviour and performance.
can be use-of-self where the coach draws on his
their personality, their dreams, their to work in EU affairs. After an international or her own experience in and of the group to
limits, their motivation. journey in PR, taking her from Germany This raises interesting and important questions
create insight.
to Malaysia, she is now working with a EU about how team coaching can add value and
II. Define clear roles and responsibilities: I agency based in Poland. how to do it in practice. I believe a primary
Some team coaches prefer to work with a
observed that this is a major issue inside goal of team coaching is and should be to
colleague so that one will facilitate the team
enable a team to develop critical reflective
conversation while their peer will focus on team
practice. This will typically include raising team
dynamics. Other coaches work alone and draw
awareness and insight, enhancing team vision
on an external supervisor to review, reflect and
and resourcefulness and increasing the range
plan their strategies and interventions.
of options available for action. Most coaches
are trained and used for coaching individuals
TEAM FRAMEWORK
so a shift to coaching teams can open up fresh
opportunities and challenges.
In providing team coaching in a variety of
different organisations, sectors and cultures,
In my experience, the greatest advantage of
I have noticed recurring themes and patterns
team coaching over individual coaching is the
that have an impact on team inspiration and
possibility to see, experience and work with
effectiveness. I have formulated them into a
the people and dynamics of a team system in
flexible team coaching framework. As coach, I
the room, even if the ‘room’ is a virtual one of
may introduce this framework and invite team best use of our time together?’, ‘What questions • Dulled: If the team feels like it has lost As the team grows in awareness and maturity,
members to consider and discuss how clear and should we address?’ and ‘What assumptions are its zest and inspiration, revisit ‘Purpose’. team members learn to pose such questions to
agreed they are in each area. If they are not clear we making?’ themselves and to each other and to rely less
or not in agreement, I will invite them to discuss • Distracted: If the team feels like its on the team coach for prompt. I find it critical
and agree how to resolve any gaps or tensions 4 Method (How?) meetings lack useful focus, revisit to work with the team leader before, during and
that arise. ‘Content’. after such team coaching sessions to ensure
A key question: ‘How shall we do this?’ Other they are in the right place psychologically and
Before stepping into the framework, however, I questions could include, e.g. ‘What ways would • Disengaged: If team members feel bored emotionally to handle and reinforce shifts in
will focus on contracting with the team (having be most effective?’, ‘What methods would most or frustrated together, revisit ‘Method’. team culture and relationships. This is especially
contracted with the team leader or sponsor inspire and engage us (and others)?’, ‘What the case where a more hierarchical leadership
beforehand) around e.g. ‘Why this, why now?’, needs to happen first?’ and ‘Is this the best place • Dismissed: If team members ignore each ethos and approach is or has been the personal
what we are here to do, what success will look and time to do this?’ other’s input and ideas, revisit ‘People’. or cultural norm.
and feel like, what we will focus our attention on
together, how we will do this piece of work, what 5 People (Who?) PERSONAL LEADERSHIP FURTHER READING
our respective roles will be, what we will need
from ourselves and each other to do this well. An important implication of this approach is For further resources on the team coaching topic,
This models the principles of the framework that team members must be willing and able have a look at:
that follow. I draw it on a Flipchart as a loose to develop and exercise significant personal
• Peter Hawkins, Leadership Team
structure for conversation. leadership. This includes, for instance, being
Coaching (2014)
willing to: listen and speak up; pay attention
1 Context to their own feelings and to their own part in
• David Clutterbuck, Coaching the Team
what happens (or doesn’t happen) in the team;
at Work (2007)
The team exists in a place and time, not in a be proactive in addressing issues and dynamics
vacuum. A key question, then: ‘How clear and that arise. It is the direct opposite of a passive
• Christine Thornton, Group and Team
agreed are we about the wider organisation’s mindset and team culture. It can feel risky and it
Coaching (2016)
vision, strategy, values and (desired) culture?’ demands courage, humility and a willingness to
The areas that follow below are in relation to negotiate with colleagues.
answers to these fundamental dimensions. A key question: ‘What do we need to bring our ABOUT NICK WRIGHT
best?’ Other questions could include, e.g. ‘What In my experience, learning to exercise greater
2 Purpose (Why?) do we know and understand about each other?’, personal leadership in the context of a team is Nick Wright is a leadership coach and
‘What passions and expertise do we have?’, ‘How often the most transformative aspect of team organisation development consultant. He
can we best draw on them?’ and ‘What is the development. If a team member says, ‘I’m bored has a masters degree in Human Resource
quality of trust between us? in this meeting’, I may respond as team coach in a Development, a post-graduate diploma
spirit of curiosity with questions such as, ‘What’s in Coaching Psychology and is a Fellow of
RED FLAGS your contribution to what you are experiencing?’ the Institute of Training & Occupational
and ‘What do you need to bring your best to this?’ Learning. Nick blogs regularly and has over
Over time, the team member may respond with 100 articles published in people-related
fields.
something like, ‘I’m being too passive’ and (to
the team) ‘Could we try to do this X way instead?’
A central question: ‘What are we (as a team)

here to do?’ Other questions could include, e.g.
‘What is our role/calling?’, ‘What do we want to
achieve?’, ‘What are our greatest hopes?’, ‘If we
are successful, what will success look and feel
like?’ and ‘For whom?’
3 Content (What?)
I also introduce simple flags or warning signs
for the team to look out for as it works on tasks
A key question: ‘What should we focus our
together. I have created a simple 4D list that
attention on?’ Other questions could include, e.g.
corresponds to areas 2-5 above. For example:
‘What are our priorities?’, ‘What would be the
o
up the teams dopamine levels and so (combined Act. This is where the team needs to be
o w t with low cortisol) allows for that inquisitive state brave enough to act on what is right, not
v e r H required for the next stage, that of open and honest on what is easy. This will require a high level of
i s c o H i g h reflection. self and team awareness, and will require high
D e l o p m s
levels of focus attention and energy. This is
v a
not a one off activity, but repetitive, which can
De e by Robert Reflect on values, beliefs and habits.
i n g T Adams (UK) This is where a good coach will be able result in a fight or flight response; attack without
m
consideration which can result in a loss of focus
r f o r to get the team to reflect on and consider the

and wasted energy and resources; or withdrawal
P e current situation and how their values, beliefs and

habits have got them to where they are now. It is
extremely important at this stage not to fall into
and procrastination so stagnation or decline.
Bringing it all together
denial or blaming others. The team needs to accept DISC is an extremely powerful tool that has the
Great leaders know that without a high level of interdependence teams lack the cohesion, focussed responsibility for their own journey focussing on potential, especially when further strengthened
drive and combined might to achieve great things. the big ‘why’, values, beliefs and key habits. by new findings in the brain sciences, to drive
effective communication and support personal,
But here’s the big misconception; that teams This, of-course, is very different to inviting Identify limiting beliefs. The coach team and leadership development.
achieve more when there is a balance and an dysfunction into our lives or organisations. will help the team to identify which of their
absence of conflict. beliefs or habits are no longer supporting them DISCover the Power of You: How to cultivate
• Clear signs of dysfunction would be too change for positive and productive cultures
much agreement (too much balance) and so blocking them from the high performance
Let us first consider Abraham Maslow’s Hierarchy sought? So which of their beliefs or habits have “leads you through a powerful journey of self-
which could indicate a lack of motivation, discovery, one that shows you the importance
of Needs. become limiting. This can be an emotionally
inspiration or engagement. of self-awareness, how to create a culture where
draining and difficult stage that requires a
Maslow split needs into two distinct levels. • While disagreement that becomes too determined yet supportive coach, but without this staff can perform at the highest level and more
personal could indicate an unhealthy support becoming a form of collusion that can importantly a culture where staff feel rewarded,
1. Deficiency needs, such as our physical and empowered to make a difference.” Andrew
attachment, fixed mindset or one- knock the team into denial or blame.
needs, security, belonging and esteem. Green, CEO Brighton Film School and Deputy
sided outlook that can be stifling for the
2. And higher level needs of self-actualisation individual or the business, and lead to a Principal, Chichester College
and self-transcendence. breakdown of trust. Challenge and commit. This is
where the team will need to be willing to Having raised the team’s awareness sufficiently
Without the lower level needs being met we will be There are practical steps for a coach/leader in challenge their own limiting beliefs or habits. If so they are able to accept the need for change and
unable to progress to the higher level needs. developing high performing teams: they are beliefs, they will need to start to reframe the need for new strategies for doing so will reduce
them to become more supportive and beneficial stress levels sufficiently to identify the rewards
Awareness raising. The job of the true alternatives. If they are habits they will need to
However, we need more than just to achieve our change will bring. This in turn will enable the
leader is to enable awareness raising and start creating new habits. This is where the team
deficiency needs, we need to master them. And focused attention required to reflect and identify
an understanding of personality types within the will really step outside
this is the key point which too many people forget. the key limiting belief/s holding the team back.
team, in order to benefit from the interplay. A their comfort zone The team will be well placed then to challenge
great mechanism for doing this is through DISC and into their
To have our deficiency needs met would put us in those beliefs in order to take the required and
personality profiling, which looks at our individual stretch zone.
a place of balance, but for growth, we require a focussed action. This is a repetitive process (over
personalities in relation to our environment. See my Practice, practice,
mastery of the interplay between the various needs. and over) that will escalate any team to greater
book DISCover the Power of You: How to cultivate practice are the
This is more akin to a Tony Robbin’s version of the and greater success.
change for positive and productive cultures which watch words here.
6 Human Needs where we attain growth through
elaborates on these points and many more. This
the interplay between certainty and uncertainty.
step is necessary in order to lower your teams
cortisol levels and so reduce their anxiety towards
Balance has been variously described as a state in
the change process, enabling them to accept who
which competing influences are in equilibrium,
they are and their responsibility for the journey to
resulting in no net change. Or where any movement ABOUT ROBERT ADAMS
come.
forward or backwards results in a zero force, ie, Robert has been published in TheCulturalTimes and The Coaching Academy eBlog
a body at rest. The balance then is equivalent to Focused attention. This is where the pages, and Author of ‘DISCover the Power of You’. Robert is also a Speaker, having
a passive state of inertness, stagnation and zero team channel their energies towards spoken on art, business and self-transformational issues, from the Holyrood Arts
growth. those aspects relevant to the current situation Society, to the National Consortium of Colleges (NCC), the old Learning and Skills
or environment. It is not uncommon for change Council (LSC) forums, the Learning and Skills Network (LSN) events across the country,
So, the last thing we need is balance, What we processes to fall short at this stage if the team and a raft of individual institution and provider annual conferences.
actually need is a healthy tension. So much then have not defined the reward for going through
for eliminating conflict. the change process sufficiently, or indeed if the He is also a highly experienced Trainer. He analyse, design and deliver learning and
reward is not a strong enough motivator to drive development programs, including a range of leadership and management aspects,
equality and diversity, coaching and importantly DISC personality profiling that can
30 INTERNATIONAL COACHING NEWS | 19TH EDITION focus on customer service, sales or communications.
18TH EDITION | INTERNATIONAL COACHING NEWS 33
The World is Smaller Than You Think In the World right now and indeed for business
owners it is getting tougher, and that is a fact. In
never start the journey will never see the beauty
of the World, never experienced the possibilities
order for us to grow and develop and secure our that exist and indeed we will not grow and fully
by Bradley Chapman (UK) position on a global business platform we have to develop ourselves and our businesses.
be more creative now than ever before.
So the world is smaller than you think, but not The reason that I am talking to you today is that I
everybody else sees it at the moment. Why? You may be reading my article and you may not started to reach out to the World and in the process
yet be able to see why you would benefit from of my Facebook Live broadcasts, my entries on
Many of us are trading internationally and global connectivity. I have been talking about LinkedIn, my blogs and other social media has
indeed we are connecting internationally, but business Twinning for some time. It's been about brought me to ICN.
so many are not. I asked myself, how can I open 6 weeks since I came up with the idea. Since then I
people's minds to the fact that your business is have been able to connect with and enjoy a global During a broadcast I met a young man from New
global whether you like it or not? audience. A global audience that has opened up York. We spoke, I interviewed him online and
new possibilities and it has given me a greater he introduced me to the three men in Missouri
Ok, let's talk about the World just for a moment. range of global connectivity that I could have ever St Louis USA. One of those men recommended
Right now at the start of this article you may imagined. me to Gerard O’Donovan CEO of the Noble
not be quite sure where it's going and what it Manhattan Coaching. I reached out to Gerard,
could mean to you and indeed how you could There are many reasons why you may wish to start we had a chat on Skype and a coffee and the next
act upon this article to connect your business to connecting your business globally, but for me it is minute this article has been created. You see the
the World right? number ten that intrigues me the most. world is smaller than you think. You might not
1. Increased business Revenue. say right now that twinning your business with
Well, that's exactly what happened when I 2. Greater number of global connections. a business owner in another country might be
spoke on stage yesterday at a small business beneficial, but I promise you that it is.
3. Discuss your business with other business
show in Witham, Essex UK yesterday. I came owners in similar businesses from different
on to the stage where, usually I would give an Going back to my stage speaking event yesterday
parts of the World.
inspirational and motivational speech that when 90% of the audience looked back at me with
4. To open an exit route for your business. open mouths. I said to them that it would only
would light up the audience, engaging them in
a way that empowers them to take Immediate 5. To increase your advertising potential and take one or two people from this audience to step
action in their lives and their businesses, and I business reach. forward and ask me more about global connectivity
love that. 6. To develop yourself and your understanding and how I achieved it. Those people would see it
of business and life in different parts of the and would take action and the others would not be
As I came out on stage the room was full of world. able to look past what they first see at this stage.
people, looking back at me waiting for me to 7. To share your passion and purpose with a
start my speech titled the world is smaller than global audience. Two people did come up to me after the speech and
you think. I started to speak and engage the 8. To collaborate with another country. asked to sit down with me and talk about global
audience and tell them a story of a vision that 9. To become a part of a group of global connectivity. They took immediate action and most
I had for an idea called “Business Twinning”, directors’ group, sharing, collaborating importantly, they saw it, they understood it and
they looked back at me with blank faces. and helping each other grow. they recognised the benefits of global connectivity.
Would you like to sit down with me and find out
10. 100 other reasons that you cannot see
As I began to speak and explain to the audience how I can help your business to connect globally?
right now.
that the World is actually smaller than you
think, there was a look of surprise on their So now that we have opened our minds to the
faces. I began to talk and explain to them that It’s Your Time to Shine.
possibility of what we could achieve globally. Let's To Your Success
not everybody will see it, not everybody will look at the most important one which in my humble
understand it and in fact there would probably opinion is number 10. Number 10 is the one that
only be two or three people in the audience ABOUT BRADLEY CHAPMAN
most people will not and cannot possibly see. It is
would take action immediately action and seize number 10 that stops many people from reaching Bradley Chapman
the opportunity to reach and connect a global out to connect on a global scale. What is the reason
audience. You see we all have self-limiting for this? It is simply the fact that so many will not Founder – The Diamond Experience
beliefs in our lives and in our businesses. It is Global Business
and do not and cannot look past what we first see!
the self-limiting beliefs that stops us and can ◊ Coaching Global Business Coach
prevent us from growing our businesses and We do not know what could happen when we ◊ Published Author
growing ourselves as business owners. It is only start to reach out on a global scale. We really do ◊ Inspirational Speaker
what we do not understand and what we cannot not understand at the start of the journey the ◊ Broadcaster
first see that can stop us from developing our possibility of the beauty that lies ahead. But if we ◊ Journalist
global connectivity awareness. ◊ Expert Team Builder
Tips for Building a Team
that Leads To Your Success
by Anne M. Bachrach (USA)
If you want to learn how to build a team that builds success, you will want to take a look at the big
picture. Take any successful entrepreneur, and behind him or her, you will find a well-suited team
of supportive, knowledgeable, and energetic members all dedicated to increasing the success of the
business.
for building a team that builds An important personality factor would be to

success. If you are trying to ensure the team member has the following
understand how to build a team that qualities:
builds success, you should first pinpoint the • Reliable and punctual
mission of the business. Only when you have a
• A great organiser
clear understanding, as a leader, of the mission
of the business, can you build the right team. • Keeps you calm under times of stress
When you can clearly identify and emotionally • Takes care of the small details so you
connect with the mission, you are able to identify don’t have to
the right people who are best-suited to support • Loves travelling
the success of the business.
• Love meeting new people
Depending on the mission statement of the • Has a personable, magnetic personality
business, you may need to focus on building
a team of creatives, analytics, intellectuals, ACTION STEP #1
or spiritualists. For example, a PR (public
Revisit your professional mission statement. If
relations) firm would not necessarily build a
it does not “sit right” with you or is not specific
team of spiritualists; that personality would be
enough, rewrite it. Your mission statement should
better suited for a business that is motivational
always begin with benefit(s) to your clients (and
or inspirationally based. A PR firm would more who those clients are), followed by a reason(s). It
likely hire creatives and intellectuals. Another
should always invoke some meaning for you, as
example of personality matching would be an
in a passion or a personal mission.
accounting firm; they would look to build a team
of analytical members, not necessarily creatives
For example, “ABC International is dedicated to
or spirituals. providing expert overseas investment advice to
small business owners (less than 20 employees)
Always start with the mission of the business,
in the U.S. and Canada so they can increase their
and then build your team. Let’s say you need an
wealth, leverage their financial worth and grow
assistant to travel with you to help you with live
their business.”
events such as seminars and guest appearances.
36 INTERNATIONAL COACHING NEWS | 18TH EDITION 19TH EDITION VOL | INTERNATIONAL COACHING NEWS 35
Present your professional mission statement You may have to do some experimenting to find to participate, by creating their own lists, but
ACTION STEP #2
to new hires and explain what it means to you the right match, but if you pay attention, you will examine them with an objective eye because
personally, as well as professionally. When Learning to become clear on the strengths and build a team that supports you - and each other. most people can’t see or will not be honest about
they can grasp why it’s important, they can weaknesses of the business can make a huge For example, say a team member is great behind their strengths or weaknesses.
incorporate that into their actions. difference in its success. Taking a piece of paper, the scenes, but chokes in public settings. They
draw a line down the middle. List the strengths of may be better suited to the office, responsible When things don’t go as planned or operate
for building a team that builds the left and weaknesses on the right. For instance, for administrative tasks such as bookkeeping, at their most effective level, note where the
success. Think about the areas of say your client base is not growing as fast as emails and answering phones. At the same breakdown happened and look for patterns. If
your business where you struggle and you would like because you are not effective at time, if you have a team member that gets bored you can attribute a breakdown to a specific team
could obviously use the help. Make a list of those closing sales. Potential clients like you, and the easily, appoint them to be your assistant. Take member, then you can pinpoint a weakness. Of
tasks you would like or need help with and then service offers, but don’t pull out their wallet. them with you on the road, give them a variety course, the same goes for strengths.
look for those strengths in potential candidates. of duties that change from day to day, and put
them on the spot with last minute errands. That As a business owner, it is important to be observant
Additionally, take into consideration the kind will keep them on their toes, and their boredom of the strengths and weaknesses of your team.
of personality you tend to gravitate towards. Do at bay. This is why it’s vital to keep a running strength
you enjoy being with people who are: Funny? and weakness list for you and your team. Revisit
Serious? Energetic? Go-getter? Talker or silent- You’ll find that your business runs far more the list at least once per quarter and update it
type? Make a list of the kind of personality you efficiently when you have properly assigned as needed. Consistently refine processes and
tend to enjoy the most and then look for those your team members to tasks that suit their procedures that employ the strengths of you and
additional traits in candidates. personality and feed their interests. Boredom your team, while minimising the weaknesses.
and complacency is one of the fastest ways to kill The more consistent you are in this endeavour
Unfortunately, interviews are not the ideal the success of your business. the more efficient and effective your business
situations to explore personality traits, since will grow.
potential candidate is generally nervous, but you
could ask them to complete a personality profile In this case, hiring a team member that is adept
as part of the application process. There are at closing the sale would be highly desired. They
several sources for free or low-cost personality would need to have an out-going, personable
screens, but the Myers-Briggs Personality (MBP) personality, backed up with a solid sales record.
Test is best suited for career related insight. You would not want to hire someone who is shy,
introverted or less than confident.
On the other hand, if you need someone to handle

the administrative back-end, you will want to
hire a team member who is detail-oriented,
prefers to stay behind the scenes, and exhibits a
reliable consistency.
for building a team that builds

success. When building a team that
builds success, you should have a good ABOUT ANNE M. BACHRACH
understanding of the strengths and weaknesses
ACTION STEP #3 Anne M. Bachrach is known as The
of each individual member - including your own!
Accountability Coach™. She has 23 years of
Are you worried about how a potential candidate
Understanding your own personal strengths and experience training and coaching. Business
will fit in with an existing team? While this is a
weaknesses can give you a clear picture of what owners and entrepreneurs who utilise
viable consideration, it should not make or break Anne’s proven systems and processes work
your decision. You, better than anyone, know is missing from your business, and why it is not
less, make more money, and have a more
what your business needs to succeed. The bottom growing. A business must contain all the pieces
balanced and successful life. Anne is the
line is that your team needs to learn how to work necessary for it to grow and prosper. If you are
author of the books, Excuses Don’t Count;
as a team - and you should support them in missing just one piece, it will not be operating at Results Rule!, and Live Life with No Regrets;
achieving that goal. If by chance you have a team its potential. How the Choices We Make Impact Our Lives,
with conflict, do not let it go unnoticed. Address and The Work Life Balance Emergency Kit.
it immediately by listening to the concerns of the Just as you did with your business’s strengths
team and then offering constructive solutions. and weaknesses, you will do for yourself and your
team members. You can ask your team members
36 INTERNATIONAL COACHING NEWS | 19TH EDITION 19TH EDITION VOL | INTERNATIONAL COACHING NEWS 37
Team Coaching Essentials
– Powerful Knowledge Applied from
Systemic Constellations
by Noomi Melchior Natan (UK)
What is the one thing you should always have front of mind when you are coaching a team? For
me, it’s remembering that even though everyone might show up in their suits, clean-shaven with
their professional facial expressions that don’t give much away in terms of true feelings, everyone
is first and foremost a human being. And that means that, even in a work scenario, even if it is
the top team meeting in a conference room, everyone in the team has basic human needs that will
play out.
In this article I will share with you how I did not get it. Here I was on a course that
what I learned from training in Family and I really wanted to be on. I had stretched
Organisational Constellations made me a much financially beyond what was comfortable and I
more efficient team coach and consultant. In fact, had been jumping for joy about being part of this Thankfully the leader of my course was
TEAM COACHING EXERCISE:
this knowledge, although it might seem basic, has community. So why was I acting out? experienced in Family Constellations and saw
Multi-dimensions of hierarchy
helped me untie knots in relationship dynamics how I struggled with finding my right place.
that normal talking therapy or conversations To understand this we have to remember that as She did something that sounds simple, but
about “ground rules” could never have solved. human beings, we are wired to want to belong. really shifted my behaviour and feelings. At an
Belonging to a group or a tribe is one of our appropriate moment she publicly acknowledged
Let me start with a personal story. A few years primary human needs because it guarantees my experience and professional study in this
ago, I found myself in an embarrassing situation. our survival. And if you think back to old tribal field in front of the whole group. Once she did
I was sitting in a grey metal conference chair societies you will know how important it is, not that I could relax and focus. I no longer had to
when it dawned on me. I was one of those just to belong, but also to be in the “right place”. fight to get others to see how much I knew. My
“difficult” participants I hated as a coach. I was Traditionally, the strong will defend the tribe, age can be told by looking at my face. But my
reprimanding my fellow teammates for not the weaker will be protected. Being in the place knowledge and experience can’t. If this had been
doing things the “right way”, I had no patience that fits your strengths is essential, not just for back in the old tribal days what I was doing was
for their questions and I kept trying you, but for the well being of the whole tribe. fighting for my survival and the respect that
to show everyone how much I befitted my experience. This is still our driving
knew. Although I really wanted So let’s return to me sitting angry and force as humans, although mostly completely
the learning, it was like I had embarrassed in that conference chair. What unconsciously.
cotton wool in my ears. I prevented me from engaging in a productive
could not hear a word way? See I was by far the most experienced in the When everyone feels like they have found their
of what the leader subject matter of the group. So on the continuum right place in a group, team or organisation it is
When I get called in to work with a high-level
said. of expert knowledge - I was the ranking in the like order is restored and, rather than fighting to
team, the first thing I do is to make the multi-
hierarchy (not including the teacher). Most of be seen, people can focus on participating in a
dimensional hierarchy visible. First, I get the
the others were complete novices. At the same useful way.
team to line up in a circle – 12 noon is the
time I was by far the youngest in the group. position of the leader or the ranking member of
So on the continuum of age – I was the lowest So as a coach it is essential you understand
the hierarchy. Then the rest organise themselves
ranking. That meant I was simultaneously the the multi-dimensions of hierarchy. Our job as
clock-wise in a circle, so that the “lowest ranking”
“weakest” and the “strongest” in the hierarchy coaches is first and foremost to help everyone
stands at 11 o’clock. I ask the team to stand in the
and that made it hard for me to find my place find their right place in the team. Unless you do
order of the length of time served on the team
in the group. this first, ground rules written on flipchart paper
or in the organisation. Very often the person
will be worthless as soon as the team day is over,
who has been with the team the longest might
the conversations about how to communicate
be the lowest ranking in terms of the official
better will mean nothing because unconscious
organisational hierarchy.
power games will still be playing out as people
are fighting for their place.
Then I get them to line up in a circle in terms of When you notice someone in a team that seems
age. Age is a taboo in our society, but it is just to be “fighting to be seen”, seeking attention as
a fact that those that are older have lived more they are trying to say: See me, see me, do what
days. Then a line-up in terms of experience my program leader did. Our natural inclination
in a relevant subject matter (e.g. years of sales will be to ignore the person. But just like a child
experience) or time spent in their industry (e.g. that gets ignored gets louder and more annoying,
years in FMCG). so do adults.
For each circle line up I check to see how every So instead, see if you can figure out what they
person feels in their place. Ask them what they need to be acknowledged for. It might be their
notice about their own place and about others. experience or extensive knowledge on a topic or
How do they feel standing in ranking places and it might be the personal sacrifice they are making
“lower” in the circle. Does it change how they to be present. Then when you find a suitable
see others? And lastly, I get them to line up in moment, publicly say – if you don’t already
the circle according to the official organisational know, you might really find it useful to listen to
hierarchy. what Susan has to say because although she is
new in our team she has been working in PR with
Tips for Building
This circle exercise brings up lots of feelings
for people. Most people will have many places
top companies for 17 years so we can learn a lot
from her. a Winning Team
in the circle. E.g. the official leader, might be by Shweta Jhajharia (UK)
the newest person in the team, and so lowest Then – just like me in on that course – the loud
ranking in terms of time with the team. Once you person can concentrate on being a productive
complete it people see each other differently and team member. No successful big business owner is an island. You can keep a business running by yourself, but if
feel different. It’s subtle but powerful. It settles you are ready to achieve growth, if you are ready to expand, then you need a team surrounding
the energy in the team and allows the real team you.
coaching to begin.
However, you cannot hire just anyone to work Being a leader means being visible to your team,
TEAMS COACHING INTERVENTION: with you. Your team must be specifically suited to having the ability to motivate your team, and
Helping the loud person be seen your business. They need to fit into your culture, being able to express to your team WHY they are
they need to have the skills the company needs doing what they do to stimulate that motivation.
and that no one else on the team has.
Communicate The Organisation’s
There is a recruitment process that we devised Goal
that helps towards this end. However, beyond And what is leadership without a goal to strive
learning how to hire the right people, here are for? No matter what your skills as a leader, if
five other important elements I have identified you do not know what path you are leading them
that distinguish truly winning teams from failing down, you are not taking them down the most
ABOUT NOOMI MELCHIOR NATAN ones. successful route.
Everyone on your team should know what they
Noomi Melchior Natan is an internationally Exhibit Strong Leadership are aiming for individually, and how their goals
experienced Executive Coach and Constellator. They say a chain is only as strong as contribute to the larger goal of the business. If
For the past decade she has coached leaders its weakest link. While it is true that the lower you were to ask each of your team members what
in more than 15 different countries on how boundary is set by the weakest member, the was the goal for the next quarter, or the next
to stop fire fighting and reduce overwhelm, upper boundary is set by the leader – and that year, would they answer similarly? Would their
so they can make better decisions that are may not be the strongest member. answer match your answer?
good for both people and profits. She has
facilitated large leadership development It is important to hire team members who are If they have a “sense” of it, then that is not
programs and worked with leaders across
better than you in the areas that they are hired enough – in an organisation, everyone should
most sectors including organisations housing
some of the world’s most loved brands. She is
for. This means that, as a team, you can achieve have absolute clarity on what the common goal
also the creator of the virtual training course more. However, if you are unable to lead them is.
Constellations for Organisational Change and and direct the flow of that teamwork towards
Leadership the goals of the business, their strengths will be Establish Non-Negotiable Rules of
either unused or wasted. the Game
This is not the guidelines or the culture or values there is a clearly defined consequence. What Remember that business is a professional game Excerpted from Sparks: ‘Ideas to Ignite
system; I consciously use the term ‘rules of the those consequences are for your business you and this is a team sport. There are few team sports your Business Growth’ by Shweta Jhajharia,
game’ because we really are playing a professional must decide for yourself. They will be different where the players go out there and wing it; each a leading global business coach. Claim your
game here. depending on the kind of boundaries you have has their position on the field and a role in the free copy at www.londoncoachinggroup.com/
set, the kind of team you have and the effect on play that the coach and captain have agreed upon sparksbook
Your business is not a gathering of family the business. to try and win. Sometimes roles need to shift as
members where it is a bit fuzzy and emotional. a curve ball change where the critical action is,
Even if you run a family-owned business, when But what is important is does your team know but then they return to their core responsibilities
it comes to the times you are operating the what the consequences are for not playing within when the game readjusts.
business, you are not acting as family members the rules of your game? Talk is easy, but can you
at those times. We are professionals and we are implement? There needs to be a moment – multiple moments
playing roles in this business. Good feelings – throughout the year where you pause and
augment that in the best way, but at the core this Formulate an Action Plan reflect on your plan. Business owners need to do
is a professional sport. With strong leadership, a common goal this once a quarter (as we do with our clients in
and a set of boundaries for success set up you the Strategic Growth Intensive) and include their
What you are aiming for here is a “loose-tight now need to make sure you have a clear action team members to ensure they are aligned with
culture”. You should set some clear boundaries plan in place. Knowing where you are headed is the plan, working together, and are clear about
for what is acceptable and then within those quite a bit different from knowing how you are the common goal.
boundaries, the culture should be loose and going to get there.
innovative. The best teams have the room to be Manage Your Team Effectively
creative, to take risks and to try new things, while In the end, you are not managing a team, you The final tip understands that
keeping within limits of what is non-negotiable are managing their activities. This means you management is what pushes a team forward.
to ensure that innovation is directed towards need to lay out a plan for the business and then, Leadership pulls a team together, but it is
results and not simply wasted energy. importantly, share that plan with your team. through management that you accelerate them.
Sit down with them and run over how that
Setting these rules is not the entirety of this tip cascades down to each of them. Where are their The distinction between management and
though. The rules of sports are not just written responsibilities? What are they accountable for? leadership is an important one that many
down; if a player goes outside a boundary, What do they have ownership of? business owners miss. Many business owners
are great leaders and need to work on their
management skills and vice versa, so it is an
important element to become familiar with if
you want to run a winning team.
One is not better than the other, but they are
distinct with their own functions and activities.
In a nutshell, management is about making
sure that the preparations are in place, that the
systems are operating properly and that the
proper leverage is being obtained to drive the
team and the business forward.
ABOUT SHWETA JHAJHARIA
Where your leadership is in explaining to your
team WHY they are doing what they do, your Shweta Jhajharia is a serial
management comes in when you are explaining entrepreneur, international business
to them HOW they are achieving the goals of the speaker, leading global business coach
company. and author of Sparks. Founder of the
London Coaching Group, an ActionCOACH
company, she has personally worked with
There are, of course, hundreds of elements that
hundreds of businesses. Shweta is a multi-
affect how and why a team fails or succeeds. award winner, including two prestigious
However, by keeping a focus on these 6 areas, you International Stevie awards, a Millionaire
will build a very strong foundation for creating Coach Award and the British Franchise
the kind of team that scores goals and win results Association’s Judges Award.
for your business.
The basis of working effectively as a team is This is about getting the team (of individuals) to
therefore trust. jointly buy in to objectives and the focus on their
achievement. It is about overcoming individual
» Trust concerns and gaining a consensus. This is
Teams When trust is low the cost is high because essential in the Storming stage if the team wants
to work on towards Norming and Performing.
and
people are slow to respond to what is requested
or needed. They are busy questioning the
» Accountability
Team Coaching
reasoning behind the request. That has a cost in
terms of time and wasted resources. When trust From commitment to the team comes the
is high people respond to requests immediately individuals’ accountability. This is the ‘I in Team’.
and that means there is a greater efficiency and Each one is now responsible for delivering their
by Veronica Wantenaar shorter term turn around. part of the whole team. They will have a sense of
(South Africa) responsibility to their colleagues that will drive
» Managing Conflict them beyond the organisational goals.
» Results
A united team will deliver consistent results
and often go beyond what is expected. Keeping
them at a high level of performance can be
challenging. It is easy to plateau and without
the reinforcement and support to constantly
“
evaluate, work together for continuous
What we know about individuals, no matter how rich the details,
performance improvement the team can lose
will never give us the ability to predict how they will behave as a system.
momentum.
Once individuals link together they become something different.
Relationships change us, reveal us, and evoke more from us.
Only when we join with others do our gifts become visible, even to ourselves. „ THE ROLE OF COACHING
Bringing a coaching approach into the team will
~ Margaret Wheatly and Myron Kellner Rogers Conflict is inevitable in a team and it can in provide them with regular check in points along
fact be very constructive if it produces new the journey.
thinking and perspectives. During the Storming
Team coaching is designed to help the individuals into the Performing stage. Ongoing coaching can team stage there is often conflict as individuals Using our Integral+ Systems approach, we work
in the team to work together to achieve the assist to keep the team ‘Performing’ whilst they start to question their roles, the roles and with teams on both an individual and collective
organisational results. The objective is to bring are going through the natural changes that take responsibilities of others and even the goals that basis. If the team is at the forming stage we focus
forward the strengths of each individual in the place in any organisation. People enter the team, they are working towards. Having a process in on them gaining clarity about the organisation,
team so that the ‘whole is greater than the sum others leave and then of course change happens! place to agree mechanisms for handling conflict its vision and strategy to create the big picture.
of the parts’. There is a theory that there is no I in before it arises is very useful. It becomes easier We then work with the team to align their
team, but in fact that is not the case. Everyone in The Forming stage is true for new teams and to objectify the problem and to have a solution goals and objectives with those of the business.
the team needs to be bringing their best game if special project teams. For most organisations focused approach. Delivery by the team will contribute to delivery
there is to be real achievement and success. the teams are in place and they are somewhere in the organisation.
between the other stages so taking a coaching » Commitment
The basis of success in business today is the approach can ensure that the team is regularly We then work with the team on identifying the
quality of the relationships that we hold with brought together to look at themselves, their values and behaviours that they want to adopt
our colleagues and our clients. We can function work, their relationships and their challenges in as a team (again aligned with the organisation’s
more effectively if those relationships are strong. a positive and open way. They become their own values). This opens up conversations amongst
solution providers and have the satisfaction of the team members, creates shared meaning
Tuckman introduced the stages of a team as: moving from being an ordinary team towards a and consensus. Handling conflict is then
self-managing or self-directed one. built into this part of the process so that there
Forming Storming Norming
mechanism in place for the future, both for
Performing and later Reforming
Patrick Lencioni has conducted extensive task and behavioural conflict. Moving the team
This is a natural cycle that teams go through and research to identify the principles of what makes to consensus and commitment builds stronger
coaching can be a tool to assist in moving the a cohesive team (Lencioni 2002): relationships.
teams more quickly through the first three stages
Networking for Sales Teams
Working on accountability takes the individuals by Phil Bedford (UAE)
back to their individual roles. Regular team REFERENCES:
coaching sessions, then enable the team to look
at what is working, what is not working and Lencioni, Patrick 2002, The Five Dysfunctions
what can they do differently. It allows space for of a Team 2002
recognition and celebration of success (what is
working), the opportunity from a positive frame Pampallis, Dr Patricia Integral+ Systems Model
of mind to look at what is not working and take
Tuckman, Bruce, 1965 Developmental Sequence
a solution focussed approach to what can they
in Small Groups
do differently. This makes space for change and
continuous performance improvement. It does
not just stick with the status quo. What made
them a high performing team has now become
the norm so there is a need to lift their game,
both individually and as a group.
In the pressure of business as usual the team does

not have time to step back and reflect objectively
on what is happening in their workspace. Short
coaching sessions for the team provide that
opportunity and can be focussed on whatever is
needed for them at any time. As old members
leave and new members enter, the coaching
provides a supportive environment to make the Imagine the scenario
transitions seamless. New people arrive into a The board room door closes, the manager says “what are we going to do? Sales are down,
reflective space, one that is used to Reforming marketing budgets have dropped and we need clients or we will have to let some of you go. What
and open to the loss of the old person and can we do that we are not doing already?”
the benefits of the new person bringing a new ABOUT VERONICA WANTENAAR The team starts to mumble and someone offers what you do, get as much business as you can or
perspective. This supports new team members
“Well, how about Networking”. get as many business cards as you can and then
to come up to speed more quickly. Veronica has 30 years experience in follow up with them, get meetings and then close
organisational change consulting and Reading this, many of you may begin to navigate them”. This rather aggressive and unfortunately
development in the UK, Europe and
the emotions that the team members go through. ineffective strategy is what prevails in the minds
Africa and she is passionate about
Some think “great idea I love it”, some think of most people who try to network. It’s no wonder
seeing individuals and organisations
achieve their full potential.
‘tried that, it didn't work”, some people break people do not enjoy being on the receiving end
into a sweat “I don't know how and it scares me” of this strategy nor in many cases being the
Veronica's coaching process is built or “I didn't even think of it, what is it? Is that deliverer. It’s tough, it’s uncomfortable and it is
on the integral model and practical when I fix my computer cables?” largely ineffective. You annoy more people that
change principles. She focuses on you can ever convert and you may even alienate
optimising the change process to The above is a real scenario. I have been in that yourself in future events and damage your brand.
ensure sustainability working with both room and I think many of you will have also faced
groups and individuals. She works from similar situations. If not in a board room, then in It is worth mentioning here that some people
the awareness of the need to change conversation with yourself when you are thinking are lucky with the above strategy, but it tends
CONCLUSION through to the reinforcement of new of how to get clients. Networking is one of our to be the exception and not the norm and it is
behaviour, creating positive sustainable fundamental human abilities. Still confused? often once in a while. They could be even more
Team coaching adds to organisational
change. What if I called it Relationship Building for the successful if they learned to master the skills.
effectiveness. It is a cost effective way to provide
support, motivation and ongoing development benefit of yourselves, others and society? Even a blind squirrel finds a nut once in a while.
She uses a combination of coaching,
for a team of people who need to work together in mentoring, facilitation and performance
benefit of their department and the organisation. We have been doing it since the stone-age, but in The secret is to approach a networking group like
management processes tailored
recent times, many people have simply got lost you are trying to build a new circle of friends. We
specifically to achieve the client's/
and replaced the relationship aspect with “cold build relationships by helping people, finding
It adds value to the organisation in terms of organisation's stated objectives.
calling” or “face to face selling”. commonalities and listening to them. How far
continuous performance improvement, reduced
would we get if we walked up to a stranger and
staff conflict and the achievement of business
I remember one of my first bosses saying to me. said “Hi, buy me a drink and pay for my meal”.
objectives.
“Phil, go to this event and network , tell everyone The networking event is actually the first step in
the process of building business relationships Still don’t believe me how powerful it is? Then do
that could convert into business, but could also a study of all your current clients and where they
grow into information and support resources for came from. 90% of businesses will agree that a
you. This does take time though and so it’s better very significant part of their new client base is
to think of networking as investing in a high gained through relationships. One of the most
interest bank account where you can only draw important business tips you will ever get is “if it’s
once you have made deposits and allowed it to working well, do more of it”
grow, not a slot machine.
For bigger business who have always had a
significant marketing budget, for CEO’s who
have always had sales teams to do the sales for
them the thought of networking strategically
can be alien and just a nice extra. It is however,
a significant and largely untapped resource.
For smaller business owners and one-man
bands such as coaches, soloprenuers and small
businesses the ability to leverage this cost
effective and abundant resource could be the
difference between survival and hitting your
dreams or going back to the rat race.
Imagine you are the world’s most friendly For a final reality checks take a look at the
relationship detective: nearest person to you right now, it could be a
• Ask more about them then you talk about stranger it could be your partner. Most people
yourself know up to 150 people well, and have access
• Ask digging questions that show interest to 2000+ through social media. Could they be
(and be sincere) introducing you to your dream clients if you had
• Think of other people they could be the relationship with them and they were willing
connections to to?
• Ask more personal questions about what
they do when they are not working My final tip is that strategic networking is a
• Be clearly able to articulate what you do science and if you wish to do so effectively and
in about 20 seconds efficiently it is worth learning how to do it. Most
people know just enough to get them in trouble.
We can network anywhere, anytime is not a 9 to We would never do dental surgery on ourselves
5 activities and does not have to have a big sign but we could always try.
saying “network here”.
• What are we doing in our lunch break?
• What do we do for hobbies?
• Who is in our social circle, friends,
family?
• Who is the person you bump into the
shop each week?
• Do we ever get to know our grocer and
his goals and challenges?
• Who else does our hairdresser, or
Personal trainer knows?
Networking also occurs when we are with

existing clients, competitors, suppliers, our own ABOUT PHIL BEDFORD
staff. When people know more about what we do
Phil Bedford is a seasoned business owner who
and us. When they begin to care about us then we has built his career in both the UK and Dubai. He
can also start to generate referrals or leads from specialises in relationship marketing and is the
these sources. Could there be more opportunities founder of rebelnetworker.tv. Read the book:
here to be developed? https://www.amazon.com/KISS-Rebel-Unleash-
business-without/dp/1784521132.
Coaching the Virtual: I, We, & All • Flexible
• Communicative
by Howard B. Esbin (Canada) • Patient
A quick informal Google survey confirms

empirically what we know from professional
experience and the growing literature more
generally.
• “Coaching” gets 103 million results

• “Virtual Coaching” gets 87,900 results
• “Group Coaching” gets 998,000 results
• “Virtual Group Coaching” gets 13,800
results
• “Team Coaching” gets 916,000 results
• “Virtual Team Coaching” gets 3,850
results
Simply put, virtual coaching is still in a pioneering

stage. This is certainly how we see it. We are a
virtual team, managing a virtual enterprise,
offering a virtual team training resource called In the photo: Lisette Sutherland
the Prelude Suite™. The Prelude Suite™ helps http://www.lisettesutherland.com/about
accelerate virtual team trust. This involves

facilitated exercises in self-discovery, self-
expression, and team co-creation. The process
The word ‘coach’ derives from an invention that revolutionised travel throughout 15th Century starts with a unique self-assessment called
Europe. This started with a new kind of horse drawn carriage invented in the Hungarian town of iStar™, leads to creating a vision and symbol
Kocs. Over decades and centuries this type of carriage became known variously in Spanish and of team excellence and concludes with a Team
Portuguese as coche, in Italian as cocchino, and in Dutch as koets. Alignment Plan™ (T.A.P.). This contributes
to developing and implementing a robust,
By the early 1800s, ‘coach’ had morphed into a A virtual coach therefore has breadth and depth
meaningful Team Charter.
slang term used by Oxford University students of outreach and opportunity simply unavailable
to refer to their tutor/instructors. The idea was before the Internet.
Because of its modular scaffolded design,
they “carried” their students through their exams
the process moves from individual to team
to success. By mid century, the term extended to However a virtual coach must first learn to
experience. As such, it may be used effectively
athletic coaches as well. Meanwhile the original navigate in a new environment. Working with
in one to one virtual coaching as well as team
idea of coach as transport also continued others virtually calls for even more effective
virtual coaching. Team size is ideally somewhere
evolving; hence the rail coach and airplane coach interpersonal, or “soft” skills to compensate
between 5 and 10 members. The team’s entire
class. for all the challenges that arise including time ABOUT HOWARD B. ESBIN
arc of learning is experiential and interactive.
zone spread, broadband constraints, language
Training and certification for new coaches is Being the scion of generations of designers
A new technology has once again revolutionised miscomprehension, and cultural differences.
also online and equally compact. We welcome and artists naturally predisposed his
transport. This time it is moving communication To get a humorous sense of how this may
professionals working with virtual teams avocation and career. Over the course of
and ideas in ways and speeds unimaginable typically play out, do watch the comedic video “A
and/or individual clients online to schedule Howard’s professional life, he became
to earlier generations. And again this new Conference Call in Real Life”.
a complimentary one-one-one exploratory intrigued with the 'why' of ‘visual thinking
invention is changing the way coaches help
session. For those professionals thinking about and communication. This led to a concurrent
carry their clients and students to success. The Virtual Team Aptitude Checklist
learning to work with virtual teams I recommend study of the creative process.
article title is meant to encapsulate the full • Emotionally Mature
contacting Lisette Sutherland, the CEO of
gamut of virtual coaching practiced today. That • Empathic He developed the Prelude Suite™. The
Collaboration Superpowers. Lisette offers a
is one on one, with teams, and with groups. A • Self Starter / Motivated Prelude Suite™ is an experiential learning
powerful introductory online and in person
simple distinction between team and group is • Takes Initiative resource that empowers virtual team
workshop that prepares people for working
the former share and work together towards a • Committed performance by strengthening trust.
virtually. Then please come see us to practice
common goal; a group shares a common interest • Responsive
what you learn.
but as individuals working for their own ends. • Reliable
How to BE a Team Coach that model. You can even buy the whole
facilitator kit in a box, with slides, tools
Presence and use of self
by Georgina Woudstra (UK) and script. The model made sense, people At the heart of being a team coach is presence
talked about it and it gave coaches a way and use of self. Presence is often misunderstood
to do team coaching. as charisma or style, rather
presence emanates from your
It is a brilliant book! It speaks to unique way of being in the world.
the heart of many of the issues Presence includes your life
so many of us have experienced experience, your knowledge, your
in teams. But is building and skills, strengths, weaknesses,
delivering a pre-determined vulnerabilities, values, beliefs,
workshop really the best we have your physical embodied presence
to offer as team coaches, or do we and your personal patterns of
need to be bold and take more relating to others and the world.
risks? Use of self is about intentionally
sharing your own experience
I have discovered in my own self-reflection and while working with others. This is not the same
One of the challenges for team coaches, is that the literature largely focuses on the team; why
in training and supervising other team coaches, as observing or mirroring back to clients, it is
teams are important, what makes a team versus a group, conditions that set up a team for success
that the underlying truth is that we are actually about noticing how you are being impacted by
and factors that contribute to team performance (and team dysfunction). It also focused on team
using the ‘content’ to do team coaching in order the team, in the moment and leveraging your
development; the stages a team moves through to become high performing and the capabilities a
to appease our own anxiety about working with presence to share this.
team needs to master to perform. All really useful stuff, but none of it helps to understand how to
teams, thus increasing our sense of control. The
be a team coach!
impact is rarely lasting or sustainable for two key A relational stance
You assume that the core coaching competencies actions and next steps. We then write up the reasons:
Relationships are the crucible for learning
would equip you for coaching teams. They are notes and distribute them to team. We exercise and change. By focusing on the ‘relational
great competencies, but team coaching is very control by planning the next steps, the next The coach is driving the agenda, and
field’, the interactivity and interconnectivity
different to individual coaching and it can be workshop, and so on. providing the frame of reference, not the
within the team and between the team and the
really challenging. In individual coaching, there team
organisational system, we are working at the
is just you and your client and the system that The activities are all useful, however they are heart of where change is most often needed in
the client is in. With team coaching you have really team building and team development, The coach can only ski on the piste, and
teams. Working with the relational field invites
your relationship with ‘the Team’ as well as perhaps delivered in a coaching style. Team the real work is usually off-piste
you to take a holistic perspective, looking at the
with each individual team member, plus their coaching happens when we let go of these wider influences and patterns at play.
relationships with each other and then the structures that provide control and we work with By following the piste, the pre-determined route,
wider organisational context. It is complex and the team, live, in the moment around their own the team is processed through a series of steps,
the pressures and underlying dynamics can be agenda. After all, in one-to-one coaching, would often missing or avoiding the underlying more
overwhelming. In one-to-one coaching, the you have it all planned out, or would you work complex and difficult dynamics which are found
client has chosen to work with a coach. In team more with what the client brings to a session? So off-piste and out of sight. This may well be
coaching, team members might say they are up why do we do this when coaching teams? There good-enough work for the team’s initial forming,
for team coaching, but is that for real or is that are a number of reasons, here are a few: resulting in a new team charter and a greater
pleasing the boss, peer pressure, or group think? understanding of team members preferences
• Team coaching is not well-developed, it and, on a good day, a set of collective team goals
As coaches, we are trying to manage the is emerging within the field of coaching, and agreement on norms of behaviour. However,
complexity and contain the tensions by which is much more mature. So, we have masterful team coaches have developed a set of
increasing our sense of control. Control exists not really thought it through. skills that supports the team in going beyond
when the coach exercises more power over the team forming, enabling them to be with the
coaching than the client. We exercise control by • We often know about team building, unpredictable, uncertain, violative, ambiguous,
providing a pre-determined process, maybe with team development and team facilitation, political and high pressure landscape that teams
team diagnostic that we choose how to share. so we do what is familiar. often inhabit.
We exercise control by creating a team workshop
around the results, planning the agenda, the • We emulate what other coaches do. So, Relational Team Coaching Model:
timing, the exercises. We exercise control by when the book ‘The Five Dysfunctions Being a Team Coach, ©Woudstra 2017
standing at the front, whilst the team sits down. of a Team’ came out, word spread and So, what are the skills of team coaching mastery?
We hold the flipchart pen, record the comments, almost every coach I knew was using
Relationship, authenticity and trust Being a skilful team coach is not about adding emerges out of authentic dialogue, raising
more tools and techniques, it is about bringing awareness in the here and now. REFERENCES:
greater awareness to everything you do as a
coach. A high level of self-awareness is critical Lencioni, P. (2002) The Five Dysfunctions
for team coaches as this is the foundation of of a Team: A Leadership Fable. John Wiley
presence and the precursor to intentional use of & Sons
self. Only with great self-awareness can coaches
‘stand in the fire’, holding the space for what is Siminovitch, D. E. (2017) A Gestalt Primer:
the path towards Awareness IQ. Gestalt
truly wanting to emerge to come to the surface.
Coaching Works
Awareness-raising with teams is the primary
catalyst for change and this is achieved through Stolorow, R. D. & Atwood, G. E. (1992)
authentic dialogue. Contexts of Being. Hillsdale: NJ: The Analytic
Press
Co-creativity and mutuality
Masterful team coaches seek Once coaches recognise their

to build relationships with and own need for control and begin to Active Experiments
between all parties in the team relax the habits they have formed
based on authenticity and trust. to relieve their internal anxiety, Active experiments are a way for the team to
I often see coaches work with they can begin to work with create the change they are seeking in the here
teams inviting members to be teams in a more relaxed and open and now. Masterful team coaches devise active
more open with each other, way and in the spirit of mutuality. experiments spontaneously, as the need for
perhaps using tools like Johari’s Coaches invite mutuality through change arises out of the dialogue occurring in the
Window to explore their more co-creation, where the agenda is moment. Rather than being part of a pre-formed
hidden or private selves on the not pre-prepared, nor led, nor design, active experiments emerge naturally
basis that trust grows when we controlled by one person’s notion when the time is right. Encouraging teams to
open up more to each other. It is or agenda. develop an experimental attitude and trying
a great tool, however, too often out new ways of thinking and behaving offer
coaches forget to build their own Here and now transformative experiences, which are often
relationship with the team by lasting and sustainable for the team.
Team coaching can focus on ABOUT GEORGINA WOUDSTRA
opening up their own window coaching the gap between the
to reveal more of themselves. By increasing your own presence and use of self
team’s desired state and current you become the primary tool for team coaching, Georgina Woudstra, MCC is an
To me this is like asking team state. However, making meaning, executive coach specialising in coaching
members to be naked whilst you, a tool that is unique to you and one that will
taking decisions, changing our CEOs and Executive Teams. She has been
the coach, remains fully clothed make a lasting impact. This will give you an edge
minds, finding new solutions all described by clients as having “strong
- an unconscious strategy for and that enables you to meet teams in their ever-
happens in the here and now. By presence and credibility”, as being
retaining control perhaps! changing landscapes. An edge that support teams “experienced and wise” and a coach who
focusing on what is happening in strengthening their aptitude for authentic “has extraordinary empathy” allowing
live, right now, in the coaching dialogue, building greater resilience and capacity
Awareness her to be “challenging but gentle”.
room, between team members to apply their team work to what really matters
and between the coach and the most as the future unfolds. She is also the Principal of the Executive
team, we can observe, experience and tap into the Coach Studio, a coach training
most significant opportunities for development. organisation for professional coaches
looking to deepen their practice and
Emergent change develop greater congruence and
coherence in their work. Georgina is a
Creating the environment for authentic dialogue successful entrepreneur in her own right.
enables emergent conversations, rather than Co-author of ‘Coaching Global Top Teams’
pre-determined ones. An emergent conversation in Leadership Coaching: Working with
is one which is co-created. It is a conversation Leaders to Develop Elite Performance
where every voice counts and everyone is (Kogan Page), she is a thought leader
impacted, including the coach in a ‘continuous and influencer in the coaching profession.
flow of reciprocal mutual influence’ (Stolorow
and Atwood, 1992). What really needs to change
In the setting of handling a sailing yacht, the team
dynamics are very much amplified. The unknown
and demanding setting works as a magnifying
glass, where the team interactions become very
much evident. This allows the team to be very
aware of how the team works, and to work on the
spot on the aspects the team requires.
The urgency in the communication, along with

the immediate actions to be set and coordinated
in order to, for instance, tack the boat (change
course), and the immediate feedback that the
boat itself provides (the boat ‘demands’ an
Team Coaching on effective team in order to sail properly), amplifies

very much the working mode of the team: on
Sailing Yachts board things are the same than in the office, but
far more urgent, much faster and completely
– A Transformative Experience approach to team coaching is based on two

self-evident.
by Mario Gonzalez Forrellad (Germany) principles: a team is a set of persons that have This amplification is a great tool both for the coach
agreed on how to agree when they disagree (so, and for the team: the team becomes immediately
Getting a client team to sail a yacht is one of the most powerful tools for team coaching. It can be there are established rules for decision making); aware of which aspects of its interactions to work
powerfully integrated with a classical team coaching process, as an outdoor workshop aimed to and that the structure of the system is the on, and the new agreed upon working modes can
accelerate the development of the team in terms of cohesion, alignment and performance. network of its conversations (so, as mentioned be tested and adjusted in the next manoeuvre,
above, the interactions, and not the members, straightway. And the coach can go along with the
A set of brilliant individuals are often not coaching approach is in its own already very shape the team). team in analysing the just experienced situation
performing as expected in a team setting: they all powerful. The extra session on-board a sailing and its parallelism in the corporate environment.
can be top performers individually, but together yacht accelerates and amplifies dramatically all Furthermore, the team has two pillars: the goals Everything becomes immediate, continuous and
in a team, the team is not a high performing the beneficial effects of team coaching, because of the team and the rules of the team. The goals very fast: the awareness about the challenges of
one. The first thing to consider is whether the when managing a sailing yacht, the team must of the team are the performance indicators; the the team, the definition of the rules to overcome
individuals forming part of a team are indeed a operate as a functional team, otherwise the boat performance of the team will be measured against that challenge, and the experimentation with the
team, or rather a group. is not sailing properly, providing immediate those goals (for instance, yearly sales budget). newly defined working modes.
feedback to the team. The rules of the team are the commitment
A team can be lacking a clearly stated common indicators; as much as the team is honouring The effect of this team session is that powerful
goal and an agreed set of rules to operate. In the outdoor session, the team is put in its rules (for instance, “We make ourselves because it is a stunning experience, it really puts
Furthermore, some of the five dysfunctions of the charge of the sailing yacht, facing a set of sailing the team outside its comfort zone, and in this
predictable”), as much they are committed to the
Lencioni’s team model can be present: absence situations to solve, and the coach facilitates the achievement of the goals. demanding situation the really best of the team
of trust, fear of conflict, lack of commitment, analysis and parallelism with situations faced as is called in, there is no place for procrastination
avoidance of accountability, and inattention to the team they are in their professional lives. And, a functioning team will overcome the five and no place to hide. In this challenging
results. Lencioni’s dysfunctions mentioned above by: environment, is where the untapped potential of
The session on-board can be included ideally in building trust, mastering conflict, achieving the team arises in all its strength.
In a classical team coaching process, the the middle of a team coaching process, so after commitment, embracing accountability and
intervention includes an initial assessment of the some initial team coaching sessions, comes the focusing on results.
team, and then the coach accompanies the team session on-board, and then, the coaching process
in some of their regular meetings for a period of continues with the regular team coaching All these aspects of the team (goal setting, rules
time. The coach observes the team from outside, sessions. of the team, interactions among team members,
and can see things that the team is not able to and dysfunctions of the team) can be observed in
perceive from within, and mirror on what he There are two ways to approach teams, the a very much amplified way when the team is put
sees. The team coach focuses on the interactions mechanistic approach (classic approach), where in charge of the yacht. The interactions among
within the team members, rather than on the it is assumed that the members shape the team; the team, that are essential in order to properly
members themselves: the team is as an entity and the systemic approach (modern approach), manoeuvre a sailing boat, become completely
in itself, and the interactions, rather than the where it is considered that the interactions (not evident: the boat performance is reflecting the
individuals, shape the team. This classical team the members) shape the team. The systemic team performance.
The effects of the session are immediate; as
it is essential for the team to work together in
tested on the spot. The client team reported
remarkable improvements in the information The Evolution of the
a functioning fashion from the first second, it
demands top performance in teamwork, and
flow, in the self-awareness, in the team cohesion,
and in the achievement of its corporate targets. Organisations
there is a direct carry-over into the office, because
the team skills needed are exactly the same on Apart from the direct feedback from the
by David Frank Gomes (Canada)
board and on land. client, the progress was as well measured by
assessing the team at the beginning and at
the end of the process with a set of tests, and
comparing the results. There were the tests of
Lencioni (the five dysfunctions of the team),
McClelland (motivational needs), Belbin (roles
of the team), and Thomas-Kilmann (conflict
modes). Comparing results of those tests at the
beginning and after the coaching process, there
were measured remarkable improvements in
team functionality, in orientation to action, in
affiliation, and in conflict resolution.
Another very important aspect of the team
session on board is how lasting the effects are. The Considering all above mentioned, one can
shared sense of accomplishment creates a very conclude that incorporating an outdoor session The word synergy comes from the Greek word sin-ergo, meaning, to work together. It points
strong bond among the team members; it easily on a sailing yacht within a coaching process to a mutually supportive atmosphere of trust, where individual elements work towards their
becomes a lifetime bond. A typical comment accelerates, strengthens and consolidates the own goals, and although the goals may be very different, because they are all moving parts of a
after this session is: “I’ve got to know more about effectiveness of the team coaching intervention. synergetic network, they support the whole ecosystem.
my workmates in the last 4 hours, than in the
last 15 years with them”. The facts that it is part Recently, I have been working on creating a new Why do people and organisation stay the
of a complete team coaching process contribute human centred training and consulting company way they are?
to make the effects and learnings lasting. with several of my brilliant colleagues. We all You probably recognise this scenario. You
come from very diverse backgrounds and we all suggest an innovative new idea. Everyone agrees.
An example illustrating these aspects of share different skills. Everyone talks about how things need to change
amplification in the effects, acceleration of
"around here." But what happens? Nothing!
changes and permanence of the improvements: We began by asking ourselves a few simple
a passage organised for a manufacturer of jet questions. Maybe the team keeps on talking about
engines. There were two departments willing to
1. How might we build better workplaces? it. Everyone is on the same page for the
improve their cooperation, willing to operate as
2. How might we engage the hearts, minds desired outcomes. Still nothing happens. The
one only team.
and talents of people to create sustainable conversations and hope slowly fades over time.
workplaces that don't burn people out? Once in awhile maybe the idea gets revisited,
The team members of both departments have ABOUT MARIO GONZÁLEZ FORRELLAD but often the same structures still stay glued
been already within a coaching process, and in 3. What if enjoying ourselves was the into place, which only makes people feel more
the middle of the process, the outdoor session Born in Barcelona, he is presently based in key to improving our learning and committed to things staying the same, since they
on-board was included. Germany. He speaks fluently five languages. performance? can't be changed anyway. Or maybe there is a lot
He holds a master’s degree in mechanical
engineering, a master’s in business administration 4. What if we could create a new paradigm of top down change, created by people who may
The targets of the team for the coaching process
(MBA), and a master degree in executive of organisational structures and not know the reality on the ground, and it just
were to optimise the cooperation between
coaching. He is furthermore a yachting sailor. practices that did not rely on or even creates more and more frustration and a feeling
departments, to improve the communication
need empowerment because by design, of having no power or autonomy over your work
and synergy among them, and to develop a
During his international career, he managed everybody had a sense of power and no life.
common plan of projects.
consulting projects for industrial companies in one felt powerless.
twenty different countries, located in Europe, So what get's in the way of creating real
According to the team members, the turning North America, South America, Middle East,
Those questions have enlivened and informed us changes?
point of the coaching process was, as a matter South East Asia and Far East. Merging his
of fact, the coaching session on board. In that about the kind of company we want to build, the What I have noticed from my conversations with
sailing, coaching and management consulting
session the challenges of the team were clearly backgrounds, he integrated executive coaching kind of work we want to engage in and the kind leaders is things tend to stay the way they are
identified and new team rules were defined and sessions on board of sailing yachts, achieving of organisations and leaders we want to partner because we live in a set of commitments that helps
excellent results in the cohesion of the client with.
teams.
us to keep things stable and often predictable, MYTH: It's too hard. in alignment with who we want to be when we not fix it, no matter how much training they may
which can be very helpful at times, however,
our very need to maintain some semblance of
stability also creates the disfunction of a less
T RUTH: Yes it is... next. are hooked up with our core values - our DNA.

Leaders can help people see internal dissonance.
have.
There is no exact path for that, and it's internal

than compelling workplace where your life is MYTH: If we can't measure it, it is not Leaders can set a course. Leaders can inspire. work, so it's much more subtle and very
rented out for a paycheque. important. Leaders, however, do not change people's difficult to accomplish without guidance and
Here are a few statements you might have heard

before that I think need to be re-imaged or, truth
T RUTH: Look at your hero's - we don't
just admire what they did, but who they
are. And they often didn't look like much on
commitments. That's a choice individuals must
make for themselves, because they find deeper
value in making that shift than staying where
support. You might have had the experience in
a hospital or doctor's office where that empathy
or understanding was not very present, which
be told, retired for the good of ourselves and our paper when they began. Just because it can be they are. Perhaps the most crucial step a leader is clearly a very important and often neglected
planet. measured, does it make it more important? can take is to create the kind of workplaces that part of our health care system. But you can't
are responsible for growing the capacity of people cut out emotional pain or fear with a scalpel.
You probably have a few of your own to add to the to live and thrive in environments that are no That requires a state of being that is capable of
list, and isn't that list pretty dispiriting? So, in a longer predictable, stable or even recognisable understanding the complexities of the human
strange way, these workplaces create within us a sometimes. This kind of professional growth experience. It is an adaptive skill set.
kind of immune response, where we are fighting is the adaptive challenge of reinventing the
off the new ideas and the required courageous organisation by revitalising the individual. Most leaders try to solve adaptive challenges
patient attempts to bring them to life, which is with technical fixes. Perhaps it's why so many
always a prerequisite for real change to happen. Two kinds of change challenges: top down changes programs don't really
Unless all of us, as individuals and teams alter TECHNICAL and ADAPTIVE. change much... and in-spite of all the talk about
our commitments, structures and beliefs to values and culture, many so called successful
reflect something new, our immunity response organisations are still just glorified treadmills,
will shut us down every time. with some clever perks.
MYTH: There is never enough
T RUTH: Yes, there is! But we have to

move from a model of endless growth to
sufficiency. As Lynne Twist says "Sufficiency
So, how do we nurture new attitudes, ideas and
commitments that will make possible the new
In coaching we have a principle that you don't
coach the problem, you coach the person, and
ways of being for which we long? it's the same with trying to identify adaptive
does not mean we should not strive or problems from technical ones. I believe you have
aspire. Sufficiency is an act of generating, Is it possible to make meaning and money to move away from the problem and move to the
distinguishing, making known to ourselves in the corporate world? person having the problem to find the lasting
the power and presence of our existing solutions. Working a 16 hour day may be fine in
resources, and our inner rescues. Sufficiency I like to think that both purpose and profit are
not mutually exclusive, but actually support each your 20's and 30's, but is this how you want to
is a context we bring forth from within that Why do you go away? So that you can come live your whole life? We need better solutions
reminds us that if we look around us and other.
back. So that you can see the place you came than just working faster, harder and longer.
within ourselves, we will find what we need." from with fresh eyes and new perspectives. And
I believe it is, in fact it's already happening and if
you've read the book Reinventing Organisations, the people there see you differently too. Coming It appears many of don't find the integration we
MYTH: That's just the way it is back to where you started is not the same as are seeking in our lives, and the corporate world
T RUTH: No, it's not! That's just the you can read about how workplaces are being re-
imagined all around the world. However, there never leaving. How to fly a modern Boing 767 often does not offer much room for supporting
biggest lie we have been told to keep is a technical challenge. The skills and training the notion of a holistic approach to wellness. And
the status quo in place, which serves the few is still a lot of old school thinking in our work a
day world. necessary to do this are well known, and there senior leaders and management are often too
rather than the many. is a direct path of time and training required if busy running the race to even think about what
Geoff Colvin argues in his book Humans Are you want to become an masterful pilot capable it means, until they retire, and wonder what it
MYTH: We tried that. It didn't work. of flying one of these planes. You will start in a was all for.
T RUTH: Talk to Thomas Edison or Underrated that the most critical 21st century
skill is empathy and calls for a shift in emphasis much smaller plane and work your way up.
Temple Grandin or Elon Musk about
that. from “knowledge workers” to “relationship
workers.” First, we must bring the shadow values An adaptive challenge would be teaching a
of security and predictability out into the light doctor how to develop a gentle beside manner
MYTH: It might work in certain or develop the skills of empathy and caring to
organisations, but it will never work here: and be willing to make changes. And to do that
we must be able to ask ourselves: what do we be able to handle the human elements of illness,
we're different. disease, or death and how to handle their own The constant tug of war between profits and
T RUTH: Of course you are different, need to say no to? That creates clarity of purpose.
Perhaps we need to say no to perfectionism or ability to manage the stress and difficulties of people, values and success, work and play never
but it will work if you create the right the job, and be with people who might be going seems to get resolved. It's always one or the other
circumstances for something new to ferment. fear of making the wrong move. We don't need
more options, we just need the one that is most through intense suffering, knowing they could that appears to win or take over.
The circle as a leadership philosophy It was only a seed in someone's mind when it
There are no sharp edges in a circle, and no way started. If you can connect to your business life
to know what is beginning and what is ending. as a circle rather than a straight line, you can see
It all becomes present and important. When you the importance and value of all of it, both the
make your goals linear, you are always on the wins and the losses.
"Get somewhere journey" and while that has it's
place... is it any wonder people become so burned Give & Take
out? They are not taught nor encouraged to enjoy We say giving is important in our world, but how
the process in their work lives. They are always can we give if no one is there to receive it? They
just getting somewhere, but never arriving. are equal forces for me, and each of us will be on
both sides of that equation at some point in our
One must inhale to exhale. life. Isn't that a beautiful thought that one must
Connection: The sacred in the ordinary receive in order to let someone else have the joy
Learning to find the connections in our lives, the of being a giver.
intimate dance we have with all things, the beauty
in the most ordinary moments, all reduced or Equality
forgotten by the "next big thing" we need to get Everything is connected to everything else, and
done. And yet, are not some of the most touching
moments in our lives the most ordinary? A kind
you cannot separate out the aspects of your life
you think are painful or unnecessary.
Reflective Team Learning
word, a smile or a shared laugh with a friend,
walking the dog on the beach, a home cooked
• It's all necessary in Retrospectives
meal shared with your family, or a swim in the • It's all important by Olga Kiss & Gabriella Peuker (Hungary)
ocean. • It all matters
• It's all equal in the end. It's just how you
choose to work with perceived opposites
that matters. Today, in a VUCA world, it is essential for teams to use their personal experiences, learn from them,
and change as fast as they can to stay ahead of the curve. Reflection is the key, and agile teams
In order to overcome our personal and have elaborated exciting forms of reflective team learning to be able to adapt to - or even lead - an
organisational immunity to change, I believe a extremely fast changing business environment. We picked one single part of their organisational
good place to start is uncovering the answers to culture which we think to be the most important, and which is easily applicable for non-agile
these questions: teams.
1. What our true commitments are we want
The retrospective is special meeting devoted so they do 1-2-hour retrospectives (the shorter
to focus on?
to reflective team learning. It is a time to talk the better). According to Kerth, the four key
2. What we are doing or not doing to about the experiences of the past period (usually questions of a retrospective are:
support them? 1-4 weeks, because agile teams work in small 1. What did we do well, that if we don’t
3. What are the things that really compete iterations producing incremental parts of the discuss we might forget?
with our commitments? final product), and to discuss what went well or
wrong, find opportunities to improve the way 2. What did we learn?
4. What is the big status quo assumption they work together, and decide which one (or a
The mythology of success 3. What should we do differently next time?
that actually prevents us from changing? few) changes to try out in the next period. The
When you see success somewhere, understand it 4. What still puzzles us?
change is frequently experimental. At the next
began somewhere else that was not successful. From there we uncover the strategies required to retrospective they discuss whether it has worked
We tend to craft wonderful mythologies of begin to implement sustainable change in people When Barbara J Cormack talks about the
or not.
the perfect leader, as if they were brilliant and and cultures. The solutions we require in our 21st reflective part of the learning cycle of leadership
made pitch perfect decisions based on their century world are asking for a paradigm belief teams, she mentions similar questions:
Retrospective originally comes from Norman
secret knowledge of the future... but what about system shift, based on breaking old patterns that Kerth’s project retrospectivesi, but agile teams 1. what went right
the beginnings? Every successful ending was don't serve us, but have become very comfortable. took the genre, and adopted it to their special
The phone has been ringing for a long time - It 2. what didn’t go the way it was expected
an unknown, perhaps risky beginning. Every needsii. He was talking about retrospectives in
is just a question of how soon we will answer the to, and
success story was once a question mark. Will it terms of 2-3 days to discuss every aspect of a big
work? call. project, but agile teams have smaller time scale, 3. based on the results, in the future,
what would you do differentlyiii.
The clean-cut shared points of these two Although the four key questions to focus on are the team digs into the depth of the issues: what When we ask them to share their experiences, it
approaches are: learning from experiences the ones mentioned above, Esther Derby and has happened and why (you can use e.g. 5 why may bring deep issues into the discussion, and
and changing by action. But there are Diana Larseniv call our attention to that it is technique), what sort of resources have helped it can be really helpful when it supports them to
differences between them as well. While not possible to start an effective retrospective the team, what kind of interactions, patterns uncover the root problems. It is the interest of
Cormack writes about the learning cycles of with the question of “What went well”, because have led to the success, what has occurred as a the team to find them. This is why depth has a
planning - taking action - reflecting, the horizon it requires data. Let us explain this. Norman risk (e.g. sailboat technique can be useful). This great value in team coaching. The coach has to
of learning is much wider in a retrospective. First Kerth originally described retrospective as “a is the phase of analysis. It can take place not only use this value in order to solve the problem at
of all, the fourth one of the key questions (What ritual gathering of a community at the end of by words, but also by visualisation (e.g. collective hand, so she has to keep the team together, and
still puzzles us?) focuses on the problems that are a project to review the events and learn from mind mapping). The goal of this step is to create find the dynamic level where they are able to
still open. They may not be connected to the plan the experience. No one knows the whole story feasible ideas to solve the problems emerged. By meet. Framing can give a permission to any team
or the expectations at all. The excitement and fun of the project. Each person has a piece of the the beginning of the fourth step the team already member to bring depth into the discussion. On
of solving problems are an essential part of agile story. The retrospective ritual is the collective has options of how to develop themselves and the other hand, it gives a permission to anyone
organisational culture. That is, problems as such telling of the story and mining the experience for their processes further. At this point the task is who may have difficulty with it, to take the
wisdom.” Collecting data is important because to make a collective decision, to choose some of responsibility for her actual limits, and to give a
no one has the same experience, even if they are them to try out in the next period. voice to her feelings in the here and now.
talking about the same facts. The team members
need to see the whole picture to have an insight. The coach has to be able to support any
Similarly, the question “What should we do level of depth that the team members bring
differently next time?” is meaningless without into the discussion, while keeping the team
data and analysis. This is why the structure of together helping the team members find a
retrospective is important. Derby and Larsen way to each other. She has to support this
suggested these steps: dynamic of divergent and convergent way of
1. Set the stage thinking together, accepting that we may live
our experiences from different points of view,
2. Gather data different levels, but at the end of the retrospective
3. Generate insights the team has to create an action plan.
4. Decide what to do
5. Close the retrospective. We would like to emphasise the significance of
For now, it has become a widely used structure good framing. The members of the team may
of retrospectives. live their experiences on different levels: some
are interesting in themselves. Another difference of them have shallower, simply factual, sense
is the focus of continuous learning. Coaching The first step is framing: It is essential for perceptions, while others may have really deep
agile teams is a continuous, lifelong process. The everybody to be clear what the exact focus of revelations about themselves or about the
learning process - just like the product delivery - the retro is. The team discusses the working team. It may cause problems in understanding,
is made in tiny steps, in an incremental way, but rules of cooperation. (Our experience shows if depth is not explicitly allowed. Recognition
agile teams make such tiny steps very frequently that it can be useful to warm up the right brain of profound patterns in group dynamics may
(in every 1-4 weeks). with short visualisation or creative activities disturb some members of the team. It is the task
too.) The second and third steps belong to the of the coach to set her eyes on such nuances and
reflective process. Most of the retro plans and treat them gently to help the team stay together
techniques can be used here, because this is in the discussion. The good retrospective helps the team to
the main part of the retrospective, and it must recognise their patterns, and to change or to
remain interesting. The second step is gathering overwrite those that do not bring the right
data: what is the team’s experience, what are the result. In lots of cases, the team reproduces the
members’ points of view on the issues. This step same pattern at the retrospective as the ones
aims the team members to have a closer look they produced during the sprints - patterns of
at the issues, and recognises others’ thoughts processes, attitude, mindset, way of thinking, or
and feelings concerning them, and see the even feelings. To voice the recognised patterns
big picture. The goal is to shape the collective, requires deep trust among team members.
shared picture from the details, because without Changing a bad pattern can be painful. The team
it team members may easily misunderstand members usually unconsciously stick to those
each other, that brings down the effectiveness patterns because they are convenient somehow.
of the meeting. Generating insights means that Understanding the vulnerability of the person
and the team, and the fact that it can be put on the table ABOUT THE AUTHORS
and can be discussed shows the team’s maturity.
Olga Kiss, PhD and Gabriella
Retrospective provides support for collective learning on the Peuker are the founders of
team’s level. The team members' personal knowledge can AgileHuman - a team of experts to
study the human side of Agile, and
be an important contribution to the team's development,
to bring its achievements to other
if it is shared. Retrospective is not only to uncover and
fields of coaching.
integrate this knowledge, but also to let the team to learn
from it, and develop their cooperation in a self-organising
way. It is for teams who take the responsibility for their
own development.
Olga Kiss is an academic, a coach,

and she is the Vice President
Research of EMCC Hungary.
REFERENCES:
Gabriella Peuker is an EMCC EIA
accredited coach at Practitioner
Norman Kerth: Project Retrospectives: A Handbook for
i
level, team coach, trainer, OD
Team Reviews. Dorset House, 2001
consultant. She has more than ten
years of experience in working with
Patrick Kua: The Retrospective Handbook. A Guide
ii
groups and teams in business, in
for Agile Teams, CreateSpace Independent Publishing
the field of SMEs and multinational
Platform 2013 p.1-2
companies.
Barbara J. Cormack: Coaching involvement in 21st
iii
Century Leadership, ICN 14.Vol 1. pp.15-17, p.16.

Co-initiating, co-creating,
Esther Derby - Diana Larsen: Agile Retrospectives:
iv
co-evolving, co-sensing are
Making Good Teams Great. Pragmatic Bookshelf, 2006 essential parts of
our working together.
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19th EDITION

GROUP DYNAMICS: TEAM COACHING

THE NO. 1 MAGAZINE FOR LIFE AND BUSINESS COACHING

W elcome to another exciting edition of the International Coaching News

by Gary R. Gasaway iCN Contributors

56 by Cristina Nicoleta Burca by Mario González Forrellad

Effective Team Coach the core of coaching. In one-to-one

Identity. Coaches help individuals

6 INTERNATIONAL COACHING NEWS 19TH EDITION | INTERNATIONAL COACHING NEWS 7

Definition? Apply the

For example, imagine that a team is mired in a sinkhole of

Act and communicate in a positive

When in doubt about anything, seek

with others. They learn what your abilities are

19TH EDITION | INTERNATIONAL COACHING NEWS 21

A central question: ‘What are we (as a team)

i s c o H i g h reflection. self and team awareness, and will require high

De e by Robert Reflect on values, beliefs and habits.

r f o r to get the team to reflect on and consider the

P e current situation and how their values, beliefs and

for building a team that builds An important personality factor would be to

On the other hand, if you need someone to handle

for building a team that builds

In the pressure of business as usual the team does

Networking also occurs when we are with

A quick informal Google survey confirms

• “Coaching” gets 103 million results

Simply put, virtual coaching is still in a pioneering

accelerate virtual team trust. This involves

Masterful team coaches seek Once coaches recognise their

The urgency in the communication, along with

Team Coaching on effective team in order to sail properly), amplifies

– A Transformative Experience approach to team coaching is based on two

There is no exact path for that, and it's internal

Here are a few statements you might have heard

T RUTH: Yes, there is! But we have to

Olga Kiss is an academic, a coach,

Century Leadership, ICN 14.Vol 1. pp.15-17, p.16.

66 INTERNATIONAL COACHING NEWS | 19TH EDITION

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