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OPINION: TEAM COACHING – RAISING INCOMPETENCE

Are the issues raised by the Peter Principle – rewarding success at work – surmountable through coaching? Robert Yeo reports A recent Harvard Business Review article on The Peter Principle (Benson, Li & Shue, 2018), prompted me to reflect on how coaching could be used to raise ‘the level of incompetence’ and ultimately prevent the paradox from establishing itself and derailing a client’s career. Having previously spent the first half of my career, over 20 years, working in large professional and financial services organisations, I had witnessed the problems the principle identifies first hand.   The Peter Principle The Peter […]

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RESEARCH MATTERS: KEEPING ETHICS TO THE FORE

Christiana Iordanou and Ioanna Iordanou reflect on the ethical issues in team coaching and offer some practical guidelines on how to deal with them   Unlike in other helping professions, such as medicine and psychology, coaching continues to be practised without any formal regulatory safeguards. Complying with any code of ethics is up to the individual coach’s discretion, while ethical standards of professional practice are primarily self-imposed (Iordanou, Hawley & Iordanou, 2017). The consequence of the seemingly lax attitude of the coaching industry towards formal regulatory processes that could safeguard the profession from dangerous, unethical practices, is that coaches are […]

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STUDY HELPS DEFINE TEAM COACHING

Research from two business schools and a management school in the UK has shed light on how to define team coaching, which although becoming more popular has suffered from a lack of distinction from other team interventions. Rebecca Jones from Henley Business School, Uwe Napiersky from Aston Business School and Joanne Lyubovnikova from University of Liverpool Management School surveyed more than 400 practitioners to provide a solid definition of team coaching, illustrate overlaps with other interventions and identify what distinguishes team coaching from other team interventions. The project has uncovered eight team coaching themes: Achieving a common or shared goal Focus […]

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OPINION: TALKING TEAMS – THE NEW REVOLUTION

How can we define the role of the team coach? Georgina Woudstra is working towards a set of competencies for a global standard   Towards the end of 2018 I had the privilege of running our team coaching training programmes in Brazil and Budapest. One of the most frequent questions that participants ask me is ‘what exactly is team coaching?’ Partly, this question arises because team coaching is a relatively new and emerging field, whereas individual coaching is more mature. However, it also arises because of the confusion that currently exists in the market with books, articles, webinars and courses […]

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TEAM COACHING: CLAIMING AND LETTING GO

Presence is a tricky problem for team coaches, notes Erik de Haan. You want to help the team reflect, but you also want it to be in charge   Obviously, as a team coach you want to help a team to reflect more deeply, to innovate and become stronger at addressing and resolving issues. Team coaching is different from team building or team facilitating or team chairing: in a coach role, you cannot just claim your presence and ‘lead’ the team. Indeed, presence with the team is delicate and tricky. You are aiming for ‘not too much’ but also for […]

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TALKING TEAMS: DIVERGENT THINKING

Team coaches must enquire in order to be practitioners of transformative enquiry, suggests Allard de Jong, Georgina Woudstra’s guest writer this issue   Please allow me to suggest another way of speaking about what we do as team coaches. Not because I’m naïve enough to think that I will change the way a billion dollar industry talks about itself, but simply because words matter: the words we use to describe our work will influence how we do that work. I’ve never felt comfortable with the terms ‘coach’ or ‘coaching’. I know, it’s irrational but I’ve simply never identified with them. […]

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THE PEOPLE’S CHAMPION: A PROFILE OF TIM DENCH

Working hard, having fun and remaining curious have been the guiding principles of Tim Dench’s career. They’ve helped him take coaching and mentoring from a small pilot at Euroclear to a successful company-wide initiative across 11 countries. Liz Hall reports   Eight or so years ago, Tim Dench, Euroclear’s head of coaching and mentoring, was considering leaving the organisation, and he hated coaching. Now he’s a huge champion of both coaching and mentoring. Dench has spearheaded a multi-faceted coaching and mentoring initiative at Euroclear which has seen coaching grow from a small pilot into an effective, performance-orientated coaching department with […]

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TALKING TEAMS: PREPARATIONS FOR A JOURNEY

Team coaches cannot turn around dysfunctional teams in a day. It takes longer and the path to it is just as important. Georgina Woudstra offers 10 waypoints Individual coaching is often described as a journey. There’s a start, a middle and an end and they each emerge through regular sessions and the passing of time. It’s a compelling image. Team coaching is, of course, no different. Yet it is not uncommon for clients to expect team coaches to take a dysfunctional or average team and turn them into a cohesive and high performing unit in a day…often less! When, as […]

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TALKING TEAMS: IS YOUR TEAM COACH-READY?

Georgina Woudstra seeks to stimulate thinking around the growing landscape of team coaching. This issue: two frameworks to gauge team readiness Imagine this scenario: you get a call from Sue, the HR director of a firm whose managing director has asked her to find a coach for his team. The team has 14 members, comprising heads of various business units plus functional leaders of HR, finance, IT and marketing. Sue says it needs to gel more. A day has been set aside for team coaching and they have asked you to ‘put something together’. This is a fairly typical invitation for […]

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PULLING TOGETHER

Team coaching helped one council team become more goal-focused, more cohesive and more reflective, with greater organisational confidence in its ability to lead with the future in mind. Georgina Woudstra reports I was brought in to coach the senior leadership board by a council CEO who’d been in post for one year. His view was that the team was currently reasonably effective but not fit for the future. The council was facing significant changes, including a rapidly increasing population in the borough with a high percentage of residents with greater than average social needs. At the same time, budgets were […]

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