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Team Coaching in Manchester
'With Vision & Purpose'
The team paradox
Most organisations, whether they deliver products or services, have goals, standards and targets. I think that we can agree that In order to reach these, some level of human behaviour and action is required. The larger the demand, or the more complex the product, service or standard, the more behaviours, skills and capabilities are needed, and from more people. In order to meet these goals, and as described below, this needs something more than just a group of people. Organisational goals need a number of organised individuals, each with unique gifts, talents, skills and capabilities to come together and deliver. We need to remember that all of these individual's come with their own needs, wants, values, beliefs and personal goals, in addition to a distinct personality and unique perspective of the world. When we consider this, is it realistic and fair for an organisation to expect a number of individuals to come together to produce team norms and deliver high performance, in line with the organisation's value, mission and vision, with little or no team training and development? Argueably no, yet how many organisations expect high and instant productivity with little understanding and (re)investment in the 'team process'.
I will work with you to:
- Develop your team's purpose and vision
- Develop an agreed set of working behaviours
- Develop your team's working culture
- Increase your flexibility in working with personality difference
- Increase your awareness of and skills in emotional intelligence
- Create open relationships where honest feedback is valued and sought
- Increase team performance and productivity
- Challenge the way(s) the team currently operate
You might already know that you need some team coaching & development. In which case, just get in touch to find out how I can help. If you would like to find out a little bit more and understand where you and your team are currently at, then read on.
Tuckmans stages of team development: at what stage are you?
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At the Performing stage team members become interdependent within their own roles. Motivation, skill and capability are high. Decision making does not need supervision and challenges are overcome within the team. Mature and established, dissent is accepted and dealt with through agreed channels.
Leadership style is likely to remain participative. A change of team make-up may move the team to re-form and through the cycle again.
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In the Norming stage accepted team behaviours (norms) are established (both helpful and unhelpful). With an increased understanding of how individual's operate, trust and motivation increases and progress towards the goal is likely to be experienced.
Leadership style is likely to change towards participative and facilitative.
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In the Storming stage team members begin to compete for consideration, express their personal wants, desires, needs, beliefs and values. The obstacles to be overcome and the team's purpose is known. The method(s) to achieve this purpose are in dispute and interpersonal conflict is likely. Team's can move through this stage quickly, or may stay in it permanently.
Team members have the opportunity to learn and grow emotionally and understand how each other works. Leadership style is likely to remain directive during this stage
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At the Forming stage team members operate independently and often focus on themselves. Individual's are likely to be on their best behaviour, wanting to make a good impression. An individual's understanding of his/her role within the team is likely to be low, as is the purpose of the team and its function.
Leadership style is likely to be directive.
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Do you belong to a group or team?
| Qualities of a Group |
Qualities of a Team |
- Members work independently and they often are not working towards the same goal.
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- Members work interdependently and work towards both personal and team goals, and they understand these goals are accomplished best by mutual support.
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- Members focus mostly on themselves because they are not involved in the planning of their group's objectives and goals.
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- Members feel a sense of ownership towards their role in the team because they committed themselves to goals they helped create.
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- Members are given their tasks or told what their duty/job is, and suggestions are rarely welcomed.
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- Members collaborate together and use their individual talents, skills, and experience to contribute to the success of the team's objectives.
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- Members are very cautious about what they say and are afraid to ask questions. They may not fully understand what is taking place in their group.
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- Members base their success on trust and encourage all members to express their opinions, varying views, and questions.
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- Members do not trust each other's motives because the do not fully understand the role each Member plays in their group.
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- Members make a conscious effort to be honest, respectful, and listen to every person's point of view.
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- Members may have a lot to contribute but are held back because of a closed relationship with each member.
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- Members are encouraged to offer their skills and knowledge, and in turn each member is able contribute to the team's success.
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- Members are bothered by differing opinions or disagreements because they consider it a threat. There is not group support to help resolve problems.
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- Members see conflict as a part of human nature and they react to it by treating it as an opportunity to hear new ideas and increase their understanding of different. Everybody wants to resolve problems constructively.
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- Members have little or no definition given to their purpose or contribution to a wider goal, the consequences of personal actions within the group is seldom experienced.
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- Members have clear responsibility and accountability for their actions; the effects of which are experienced by the team's ultimate goal.
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- Members may or may not participate in group decision-making, and conformity is valued more than positive results.
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- Members participate equally in decision-making, but each member understands that the leader might need to make the final decision if the team can not come to a consensus agreement.
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