Beyond Cosmic Alignment: The Real Work of Team Building
During the group discussion call, my group members and I discussed the various effective team dynamics we have experienced in the past. We emphasized the importance of factors such as well-structured processes, shared objectives, and alignment with the same managerial oversight. In our exploration of the models proposed by Wageman and the “60-30-10 rule” (Wageman, 2019, p.125) where 60% of team success stems from proper team design, we identified the pivotal role of a coach. A coach can contribute significantly by assisting in the development of a team's design and conducting preparatory work before the team's formation. This includes assessing whether the team is genuinely needed, defining its purpose, ensuring it comprises the right individuals to accomplish ambitious goals, and establishing a robust structural foundation. Additionally, our examination of Hawkins' work on the "the five disciplines" (Hawkins, 2017, p.47) revealed that a coach can facilitate the selection of suitable team members, help them formulate their missions, connect the team with stakeholders, foster social support within the team, and implement effective conflict resolution strategies. I was particularly intrigued by the "managing upwards by inviting red ink" (Hawkins, 2017, p.52) method, as it empowers the team to take control of situations and encourages a problem-solving mindset.
In light of my experience working on teams over the years, I am mindful of the potential influence of my personal biases and judgments. I am concerned that my inclination to "solve" problems may impact my coaching approach with clients. Consequently, I am continually working on enhancing my patience, recognizing that collaborating with diverse individuals may test this quality. Julie Stockton made a valuable point during our group discussion board regarding the importance of maintaining self-awareness in coaching. She stressed the need to constantly ask, "What is going on in me? What is happening with one of the team members?" This perspective will be an essential reminder as I embark on my coaching journey.
Upon examining Leary-Joyce's team coaching processes, I observe striking similarities between "phase 1: scoping and building relationships" (Leary-Joyce, 2018, p.36) and the "Connect: Ethical Partnership and Agreement" (FACE, 2022) phase. In both instances, the coach outlines the coaching model and sets expectations for outcomes. The Connect phase also focuses on collaboratively establishing the coaching partnership and nurturing ongoing connections. Likewise, "Phase 2: Inquiry into the team and its context" (Leary-Joyce, 2018, p.36) parallels the "Open" (FACE, 2022) phase of the FACE model, where we encourage open dialogue among group members to explore their perspectives and insights.
When viewed through the lens of equity, diversity, and inclusion, it prompts me to contemplate how to navigate the manifestations of power dynamics that become apparent during a coaching session.
As a designer in the tech industry, I often wonder about the implications of our increasing engagement with AI. How do you think AI will potentially impact the future your coaching career?
Hawkins, P. (2017). Chapter 3 – The Five Disciplines of Successful Team Practice. Developing collective transformational leadership (3rd ed). London: Kogan Page, pp 45-51.
Leary-Joyce, J & Lines, H. (2018). Chapter 4: The Systemic Team Coaching ® Process .From Systemic Team Coaching. St Albans: Academy of Executive Coaching Ltd. pp. 35 - 58.