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Coaching the Team at Work

Book Description

Written by a leading consultant and author of nearly 50 books, Coaching the Team at Work bridges the gap between what is known about team learning and coaching and the practical experience of managers and team coaches. Dr. David Clutterbuck shows how team coaching can be made a sustainable, automatic process in any organization and how transformative the process can be.

Table of Contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Contents
  5. Introduction
  6. 1 What is coaching?
    1. Approaches to coaching
      1. Coaching compared to mentoring
      2. Coaching compared to counselling and therapy
      3. Taking an integrated approach
    2. The key steps in a coaching intervention
      1. Identify the need to improve/change
      2. Observe and gather evidence
      3. Motivate to set and own personal improvement targets
      4. Help to plan how to achieve those targets
      5. Create opportunities to practise the desired skills
      6. Observe in action and give objective feedback
      7. Help to work through setbacks
    3. The coaching conversation
    4. What good coaches do
    5. Competences of the coachee
  7. 2 Defining the team
    1. What is a team?
    2. Types of team
      1. Team size
      2. The value of multiple perspectives
    3. What makes a team effective?
      1. Diverse or similar Which is best?
      2. Cultural diversity
      3. Expertise diversity
      4. Gender mix
      5. Creativity and work standardization
      6. Communication
      7. Conflict
      8. Role of the leader
      9. Teamwork
    4. How teams evolve
    5. The coach’s repertoire
  8. 3 Coaching the team
    1. The business case for team coaching
      1. Improving performance
      2. Making things happen faster
      3. Making things happen differently
    2. The complexities of team coaching
      1. Confidentiality
      2. Relationship scope
      3. Reaching decisions
    3. Models of team coaching
    4. Coaching or facilitation?
    5. Team leading or team coaching?
    6. Team building or team coaching?
    7. Coaching the top team
    8. What effective team coaches do
    9. Preparing the team to be coached
    10. Becoming truly effective
  9. 4 Coaching the learing team
  10. What is a learning team?
    1. Learning goals, processes and outcomes have an owner
    2. A wide variety of learning resources is used
    3. People share their knowledge and learning
    4. The leader creates an environment suitable for learning
    5. Dialogue produces more than discussion or debate
    6. Reflective space is allowed for
    7. Energy is spent on balancing the focus on task completion, learning and behaviour
  11. Alternative views of team learning
  12. Team learning and team knowledge
  13. The climate for team learning
    1. Psychological safety and team learning
    2. Learning and diversity Difference of perspective
    3. Alternative views of team learning
  14. Six types of team for learning
    1. Learning in each of the six team types
    2. Coaching stable teams
    3. Creating and maintaining the stimulus for challenging and reflecting on tasks, processes and relationships
    4. Recognizing and identifying the “elephant in the room”
    5. Establishing the cycle of coaching intervention
    6. Putting greater depth and quality into communication systems and networks
    7. Inducting new team members
    8. Coaching cabin crew teams
    9. Coaching project teams
    10. Project teams as vehicles for learning
    11. Coaching evolutionary teams
    12. Making tacit knowledge explicit
    13. Valuing new and past contributions
    14. Recognizing and managing phase transitions
    15. Coaching virtual teams
    16. Coaching learning alliances
    17. The team learning process
    18. Setting the goals for learning
    19. Organizing learning
    20. Reviewing learning
    21. Sharing learning
    22. Recognizing and rewarding learning
  15. Building the learning team
    1. How behaviours support the learning team
    2. The role of the team leader
  16. How ready is your team for learning?
  17. 5 Managing team coaching
    1. Managing interpersonal dynamics
      1. Helping the team manage conflict
      2. Conflict source analysis
      3. Raising the emotional intelligence of the team
      4. Developing collective self–belief
      5. Managing stress within the team
      6. Creating the climate for team coaching
    2. Temporal issues
      1. Just–in–time team coaching
      2. Temporal orientation
      3. Time management
    3. Managing key processes
      1. Achieving goal clarity
      2. What does the team actually do?
      3. Analysing the team functioning
      4. Raising the creativity of the team
      5. Systemic thinking
      6. Decision making
      7. Communication
      8. Evaluating the impact of team coaching
    4. Expect the unexpected
  18. 6 The self-coaching team
    1. Managing the transition to self–coaching
      1. Finding their own difficult questions
      2. Tracking down new knowledge
      3. Taking over the coaching process
      4. Generating feedback
      5. Self–motivated learning
    2. Creating the environment for the self–coaching team
      1. Balance the focus on task, learning and behaviour
      2. Create frequent opportunities for learning dialogue, both formal and informal
      3. Feel comfortable with the uncomfortable
      4. Manage the team learning process
      5. Protect team learning from external derailers
    3. How team learning roles support the self–coaching team
      1. The self–coaching team and succession planning
    4. Learning to coach other teams
    5. Handing over the coaching process
      1. Prepare the ground at an early stage
      2. Excite the team about doing things for itself
      3. Transfer ownership of process along with ownership of solutions
      4. Equip the team to find multiple sources of support and reflection in the future
    6. The ultimate goal
  19. Notes
  20. Index