Professor David Clutterbuck launches collaboration between ILM and

Professor David Clutterbuck launches collaboration between ILM and

Professor David Clutterbuck launches collaboration between ILM and EMCC UK 6 March 2019 Contents ILM and EMCC UK joint commitment to support the professional development of coaches and mentors in the UK City & Guilds Group innovative peer coaching programme Professor David Clutterbucks insight on what makes high performing teams

Plus the opportunity to discuss and feed into our future plans. Panellists Karen Egan, Business Development Manager at City & Guilds Group - Host Rita Symons, Knowledge Exchange Director at EMCC UK Sarah Bell, Director of Propositions & Marketing at City & Guilds Group Professor David Clutterbuck, Author and Special Ambassador at EMCC Henri Stevenson, Head of Learning & Development at City & Guilds

Group ILM and EMCC UK collaboration Who are we? ILM, part of the City & Guilds Group European Mentoring and Coaching Council UK (EMCC UK) Why the collaboration? To support the professionalisation of coaching and mentoring in the UK 4 Poll 5

Team Coaching with the PERILL model Professor David Clutterbuck 6 March 2019 David Clutterbuck 2019 Why is team coaching in? Organizations increasingly reliant on teams to deliver collective purpose A group of high performing individuals doesnt necessarily result in a high performing team 1-2-1 coaches moving into systemic coaching need an understanding of team dynamics to manage systemic complexity www.emccuk.org e: [email protected] t: 0345 0345 646 0155

David Clutterbuck 2019 Team coaching often confused with team building team facilitation team strategy away-days coaching the members of a team individually .it is none of these www.emccuk.org e: [email protected] t: 0345 0345 646 0155

David Clutterbuck 2019 Two perspectives on team coaching Clutterbuck (2010, p271) A learning intervention designed to increase collective capability and performance of a group or team, through application of the coaching principles of assisted reflection, analysis and motivation for change Hardingham (2004, p165) Enabling the team, and also the individuals within it, to develop the focus of development tends to be on development itself, rather than on success

www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Question How does team coaching differ from one to one coaching? The elusive quest for performance What do we mean by performance? individual v collective? defined by who? over what time period? strength of link with organizational purpose

www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Performance, capability and capacity performance is about improvements in how the team functions now capability is about how the team will continue to perform in the future capacity is about achieving more with less www.emccuk.org e: [email protected] t: 0345 0345 646 0155

David Clutterbuck 2019 Katzenbachs 6 conditions for a high performing team 1. 2. 3. 4. 5. 6. Real team (interdependent, bounded, stable) A compelling direction The right people Solid team structure (size, norms, task clarity)

Supportive organizational context Competent team coaching www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Champoux characteristics of high performing teams

high level of trust high level of respect commitment to a clear and common purpose willingness and ability to manage conflict focus on results alignment of authority and accountability www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 High performing teams in a hi-tech company Core traits are: hiring the right people focus on success / using failure productively focus on using peoples strengths

trust and respect positive attitude to change clear goals fizz and buzz secure leader www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Coaching is a conversation that links evolving internal worlds and narratives of an individual or a team with the evolving external environment and context www.emccuk.org e: [email protected] t: 0345 0345 646 0155

David Clutterbuck 2019 Limitations of deficit models qualities are spectra, not opposites (the opposite of lack of gullibility!) causation is unproven assumption that limitations are external to the team www.emccuk.org e: [email protected] t: 0345 0345 646 0155 trust is

David Clutterbuck 2019 Linear approaches address symptoms vs root causes obvious and often succeed in the short run short-term gains undermined by long-term impacts negative consequences are unintentional if the problem recurs, we do not see our responsibility in it

www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 A literature analysis of team performance factors purpose and goals role clarity performance focus skills task clarity relationship processes collaborative processes requisite diversity

decision-making trust psychological safety communication within the team leadership processes conflict management ownership www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 PERILL: 5 pillars of high performing teams

Purpose and Motivation External processes and systems Relationships Internal processes and systems

Learning processes LEADERSHIP www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 The PERILL model LQB Purpose & Motivation

Externally facing processes Relationships I nternally facing processes Learning Purpose & Motivation LQB Alignment of values

between the team and its key stakeholders Working enthusiastically Clarity of priorities; putting collective priorities before personal Actively seeking ways to leverage and expand team strengths

together towards shared goals Externally facing processes Stakeholders unclear what you stand for LQB Strong collaborative relationships with stakeholders

Rapid and effective response to quality issues Rapid product and service innovation Relationships People pursue their own agendas Conflict with stakeholders; disrespect for stakeholders

LQB High level of psychological People take active responsibility for supporting each others development Quality issues not acknowledged or addressed People avoid

interfering in each others territory. Large elephants in the room. LQB People hoard knowledge and expertise Resistance to change LQB I nternally facing processes

Duplication and waste of effort Learning Learning focused on Slow to innovate the individual not the collective safety leads to constant questioning of what we do Culture of continuous process improvement

Question Does this make sense for you? Purpose and motivation Do we all share the same narrative about the future? Where do we get our energy from? www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Goal alignment High alignment on how to

achieve goals Low alignment on how to achieve goals High alignment on what we want Low alignment on what we want High collective performance, positive conflict Focus on

individual performance Sub teams dominate www.emccuk.org e: [email protected] t: 0345 0345 646 0155 Disruptive conflict reduces performance David Clutterbuck 2019 External processes, systems and structures How can teams better understand and respond to the expectations of their

stakeholders? How do social processes influence the way we perceive and behave towards stakeholders and other outsiders? www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Relationships How can team coaching build greater trust? How much collaboration between colleagues do teams actually need? How can team members become accountable for each others well-being, development and performance? How do teams make diversity a performance enhancer, rather than a drag on performance?

www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Internal processes, systems and structures How does our team narrative enable and constrain us? How open to change are we? How do we avoid decision-making traps, such as the sunk cost trap? www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Learning What helps and hinders learning within teams? Do different types of team have different issues with regard to managing their

learning? How can teams increase the quantity and quality of the learning they experience? How can teams ensure they maintain a pace of learning appropriate to the pace of change around them? www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Leadership How can teams get the kind of leaders they need? How can team coaches support weak team leaders? (What if the teams main problem is its leader?) How does team coaching work in teams with distributed leadership?

www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Thank you for listening David Clutterbuck David Clutterbuck Partnership Woodlands, Tollgate, Maidenhead, Berks, UK, SL6 4LJ iPhone: +44 (0)7710 170019 Skype: david.clutterbuck1 Twitter: Mentor2mentors Blogsite: davidclutterbuck.wordpress.com

E-mail: [email protected] Website: www.davidclutterbuckpartnership.com www.emccuk.org e: [email protected] t: 0345 0345 646 0155 David Clutterbuck 2019 Team Coaching with the PERILL model Professor David Clutterbuck 6th March 2019 Creating the space to reflect, learn and create

Its all about change Creating the space to reflect, learn and create The key elements Digital badges All inclusive Recruitment and participation Multi level

coaching skills Co-creation & emergent design Role modelling the culture we want to see For everyone Additional credibility Building a community

Poll Questions Thank you!

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