DEFINITION AND FUNCTIONS OF THE TEAM COACH
Personal analysis of the teams to which we belong | Differences between Team and Group: functions, roles, responsibilities, and commitments.
THE ROLE OF A TEAM COACH
The golden rules for the optimal functioning of a team within an organization | Different ways in which to observe to find a leverage point | Intervention techniques and the special characteristics of a team coach’s feedback | The Shaping Coach: look for the energy flow and provide feedback that generates the clearing of conversations.
Depending on how the Team Coach observes the team, the coach will have different interpretations and therefore, different ways in which to provide feedback and intervene.
TYPES OF CONVERSATIONS
Conversation networks sustain the system and perpetuate particular behaviours | Assertiveness | The way in which conversations are held inside teams is cultural. Once these are detected by the Team Coach the path to change begins.
OBSERVATIONAL TOOLS OF THE SYSTEM’S DYNAMICS
The team is a living system that transits in different stages: creation, conflict, maturity, aging and death. At each stage, we can observe how the team builds relationships, associates with the leader, accepts the coach or not, self-regulates, gives, and receives feedback, reveals private conversations, or reaches agreement | MBTI | “The six hats to think”, by E. de Bono | The transfer to the coach.
The implicit and explicit rules: how to recognize these rules and how be brave enough to change what does not work | Geography and Timing: the place of each team member and the issues to deal with in each meeting do not happen by chance | Decision-making: criteria and rules for when we agree to disagree. Advantages and inconveniences of the majority vote, quality vote, right to veto, etc. | Alignment degrees and their impact in variables such as size, participation, cohesion, support and belonging.
DIFFERENT CULTURAL MODELS
Cultural families with a team | Pure condition models and how to achieve more effectiveness in each model | The energy flow according to the cultural map of each organization.
THE RELATIONSHIP WITH THE LEADER
Duration definition, session preparation and establishing the closing criteria for each process | Each member’s relationship with authority | Delegated functions: moderator, timekeeper or taking note of ideas are tasks that can be delegated by the leader to different team members. That way, the leader can simultaneously observe his team.