1. Team Coaching Breakthrough Practical tools to create high performing, sustainable teams. Phil Sandahl, MCC, CPCC Chief Coaching Officer

2. Why Team Coaching? Most organizations want to leverage teams to increase performance Most teams are underperforming Most organizations know the qualities of highly productive teams Most organizations dont know how to implement what makes teams high performing and sustainable

3. Why Team Coaching? Coaching is a technology to implement sustainable change With individuals And with teams

4. Outcomes 1. Explore the similarities and differences between executive (individual) coaching and team coaching 2. Look at practical applications of this team coaching model

5. Two Dimensions to this model High Productivity Low Productivity 6.07.08.09.01.02.03.04.0 Teams Exist to Produce Results

6. Two Dimensions to this model High Positivity Low Positivity 6.0 8.0 9.0 3.0 2.0 4.0 1.0 7.0 Team Culture Has Enormous Impact

7. High Team ProductivityLow Team Productivity High Positivity Low Positivity Collegial Low focus Low sense of urgency Resistant Incompetence OK Low results Connected and fun Lets Party !!!!! Successful Fun Flow Challenging Inspiring Open Proactive Lets Get Better!! Criticism Blame Resistance Overwhelm Fear of failure Turf protection Firefighting Lets Get Out of Here. Bottom-line High turnover Burnout Guarded Driven Clear objectives Competitive Lets Survive!

8. A Coaching Approach New Team Mindset –The team is System Living –The team is a Living System –Change takes place over time

9. Traditional Model Team Member Team Member Team Member Team Member Team Member Team Member Executive Coaches

10. Systems/Team Coaching Team Member Team Member Team Member Team Member Team Member Team Member The Team Team Coaches

11. Individual and Team Coaching The Process The Assumptions The Work

12. The Team Coaching Process Discovery Ongoing Work Outcomes

13. Assumptions of the Team Coach Teams exist to produce results. The team is a living system. Team members want to be on high performing teams and want to contribute. The team has within it the means to excel.

14. The Work of the Team Coach Reveal the system to itself. Pay attention to the energetic field in which the team is operating. Highlight and celebrate deep democracy. Listen for the urgewhat is trying to happen? Reinforce co-responsibility. Increase positivity; reduce negativity.

15. Skills for Team Coaches Reflection – mirroring Transparency Listen for the turning – the urge Turn the work back to the team Spin and fade

16. 5 Things to Transform Teams 1.Create Safety 2.Focus on Culture 3.Listen with New Ears 4.Find Meaning 5.Let Go

17. 17 Team Model Productivity Strengths ProductivityStrengths Goals & Strategies Team Leadership Proactive Decision Making Alignment Accountability Resources

18. Team Model Positivity Strengths PositivityStrengths Camaraderie Constructive Interaction Trust Respect Communication Optimism Values Diversity

19. Open Conversation Share your observations and experiences Executive and Team Coaching Similarities and Differences

20. Engineering Team March 2007 High Productivity Low Productivity High Positivity Low Positivity 6.07.08.09.0 6.0 8.0 9.0 1.02.03.0 2.0 4.0 1.0 4.0 7.0

21. Engineering Team March 2008 High Productivity Low Productivity High Positivity Low Positivity 6.07.08.09.0 6.0 8.0 9.0 1.02.03.0 2.0 4.0 1.0 4.0 7.0

22. High Productivity Low Productivity High Positivity Low Positivity 6.07.08.09.0 6.0 8.0 9.0 1.02.03.0 2.0 4.0 1.0 4.0 7.0 Manufacturing Team Aug 2007

23. High Productivity Low Productivity High Positivity Low Positivity 6.07.08.09.0 6.0 8.0 9.0 1.02.03.0 2.0 4.0 1.0 4.0 7.0 Manufacturing Team Feb 2008

24. Q & A Your observations, thoughts and questions!

25. Phil Sandahl, MCC, CPCC Chief Coaching Officer phil@teamcoachinginternational.com 206-855-5151

27. High Productivity Low Productivity High Positivity Low Positivity 6.07.08.09.0 6.0 8.0 9.0 1.02.03.0 2.0 4.0 1.0 4.0 7.0 Team Coaching Model