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 Clutterbuck’s 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 doesn’t 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: info@emccuk. org t: 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: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

Two perspectives on team coaching • Clutterbuck (2010, p 271) 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, p 165) 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: info@emccuk. org t: 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: info@emccuk. org t: 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: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

Katzenbach’s 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: info@emccuk. org t: 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: info@emccuk. org t: 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 people’s strengths • trust and respect • positive attitude to change • clear goals • fizz and buzz • secure leader www. emccuk. org e: info@emccuk. org t: 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: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

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

The PERILL model

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: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

Goal alignment High alignment on what we want Low alignment on what we want High alignment on how to achieve goals High collective performance, positive conflict Focus on individual performance Low alignment on how to achieve goals Sub teams dominate Disruptive conflict reduces performance www. emccuk. org e: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

External processes, systems and structures How can teams better understand 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: info@emccuk. org t: 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 other’s well-being, development and performance? How do teams make diversity a performance enhancer, rather than a drag on performance? www. emccuk. org e: info@emccuk. org t: 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: info@emccuk. org t: 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: info@emccuk. org t: 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 team’s main problem is its leader? ) How does team coaching work in teams with distributed leadership? www. emccuk. org e: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

Thank you for listening David Clutterbuck Partnership Woodlands, Tollgate, Maidenhead, Berks, UK, SL 6 4 LJ i. Phone: +44 (0)7710 170019 Skype: david. clutterbuck 1 Twitter: Mentor 2 mentors Blogsite: davidclutterbuck. wordpress. com E-mail: david@davidclutterbuckpartnership. com Website: www. davidclutterbuckpartnership. com www. emccuk. org e: info@emccuk. org t: 0345 646 0155 © David Clutterbuck 2019

Team Coaching with the PERILL model Professor David Clutterbuck 6 th March 2019

Creating the space to reflect, learn and create It’s 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!