A team has many needs and at Coachhouse when we ask people what they like most about their job they will nearly always say “It’s the team I work with – they are great”. Whatever changes may be going on in the background people will often dig in because of that strong group support. Most often our satisfaction with our roles – be they in work or in our personal life comes from the interactions we have with other people.
So how can we coach our team members and the unit as a whole to be the best they can be and enjoy their working life.
Dr Alison Hodge, Director of Research and a member of the executive board at CSA (Coaching Supervision Academy) http://www.alisonhodge.com outlines the key elements of team coaching as concluded by a recent global survey undertaken earlier this year. These were
- establishing goal clarity
- contracting (commitment)
- multi-stakeholder engagement
- group learning & development
- the impact of the wider organisational system
- coaching the team (as opposed to 1to1)
- managing the interpersonal dynamics
- managing the time for sessions and between sessions
One model that may help you embrace your coaching is the 7-eyed model (Peter Hawkins and Robin Shohet 2000) – this is particularly useful when looking at Supervision and the relationships between supervisor/coach/client/organisational systems. For diagram see-
David Clutterbuck outlines when team coaching can really pay dividends. He cites
- A new team is being formed and needs to hit the ground running
- A key team is not working as effectively as it could, and the team leader and team members agree that they want to do better
- A long-established team has lost its sparkle and wants to regain it
- A top team wants to become a role model for the rest of the organisation
This all makes good sense. Ultimately it’s about giving your team and it’s members opportunity to explore their needs and their own interpersonal dynamics and if you make the time to explore this as a team it can reap benefits. People can gain a better understanding of each other and ultimately form a more cohesive approach toward achieving agreed goals.