{"id":25,"date":"2020-07-09T10:43:32","date_gmt":"2020-07-09T10:43:32","guid":{"rendered":"https:\/\/wordpress-353908-1371027.cloudwaysapps.com\/?page_id=25"},"modified":"2020-09-10T09:24:05","modified_gmt":"2020-09-10T09:24:05","slug":"leadership-team-coaching","status":"publish","type":"page","link":"https:\/\/www.carolinegourlay.co.uk\/services\/leadership-team-coaching\/","title":{"rendered":"Leadership Team Coaching"},"content":{"rendered":"

Team coaching.<\/h1>\n<\/div>
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Coaching is not only helpful for individual leaders; it can be incredibly beneficial for teams. Here are five situations where coaching can help.<\/p>\n<\/div>

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> Understanding Roles and Responsibilities<\/a>
\n> Senior Team Coaching<\/a>
\n> Team Mergers<\/a>
\n> Remote Teams<\/a>
\n> Succession Planning<\/a><\/p>\n<\/div>

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Understanding roles and responsibilities.<\/h2>\n<\/div>
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You probably understand what your functional <\/em>roles are (MD, FD, etc) but what about your leadership<\/em> roles. The tasks of leadership don\u2019t always fall neatly into functional categories. What if one of you is red hot at strategic planning. Isn’t it better for that person to do the planning than to say it falls into a particular functional area? Working out who does what and how you support each other can be incredibly helpful, especially in a growing organisation, where you may all have just mucked in up to now. Sometimes it’s useful to work out whether you actually are a team<\/a> or just a group of colleagues.<\/p>\n<\/div>

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Talk to me today about clarifying roles and responsibilities.<\/p>\n<\/div>

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Senior team coaching.<\/h2>\n<\/div>
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The SLT should be the powerhouse that drives the organisation. All too often, it’s a group of people who happen to have the same boss, focused mostly on their bits of the organisation. The aim of senior team coaching is to create a joined-up team<\/a>, working together towards common goals. Typical areas of discussion include identifying complementary strengths, handling conflict effectively, making collective decisions and working out the limits of your individual autonomy.<\/p>\n<\/div>

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Talk to me today about senior team coaching.<\/p>\n<\/div>

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Team mergers.<\/h2>\n<\/div>
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When you merge teams, people come with different cultural norms, ways of working and expectations. There may be resentment, based on which team is seen to have the upper hand. Team coaching is a constructive way of exploring a new team identity, creating something that’s greater than the sum of the parts.<\/p>\n<\/div>

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Talk to me today about support for team mergers.<\/p>\n<\/div>

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Remote teams.<\/h2>\n<\/div>
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In the post-Covid world, working with colleagues we rarely see is something we\u2019re all getting used to. Even with the phased return to the workplace, some people will be working from home some or all of the time. The absence of \u2018water cooler moments\u2019 means you need to be more deliberate in how you keep in touch. Team coaching can provide an opportunity to review the way you work. How do you support each other? How do you stay in touch? How can you keep up to date with the rest of the organisation? How can you ensure you respect each other’s boundaries?<\/a> There are no right answers to these questions. Each team needs to work them out for themselves. It\u2019s useful to have a structured forum to do so.<\/p>\n<\/div>

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Talk to me today about support for remote teams.<\/p>\n<\/div>

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Succession planning.<\/h2>\n<\/div>
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You may think of succession planning as being a leadership development issue, rather than team working issue, and to some extent it is. But in my experience, the biggest mistake companies make in succession planning is to prepare the next generation to take over without preparing the existing leader to let go. This is particularly the case situations where the current leader will be staying on some capacity, such as chairman (a very common scenario in family businesses). Looking at how and when decision making responsibility, control and key relationships will be handed over can mean the difference between a smooth handover and a resentful muddle.<\/p>\n<\/div>

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Talk to me today about succession planning.<\/p>\n<\/div>

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Coaching FAQs.<\/h2>\n<\/div>
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<\/i><\/i><\/span>Is this kind of team building where we get cold and wet? <\/span><\/a><\/h4><\/div>
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No. I can see the purpose of people facing a challenge together but that’s not how I work. My aim is not to help you bond by going through some tough experience. It\u2019s to help you understand yourselves and each other in the context of the way you lead the business and the challenges you face.<\/p>\n<\/div><\/div><\/div>

<\/i><\/i><\/span>How does it work? <\/span><\/a><\/h4><\/div>
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It depends on your requirements. We can start with the people or we can start with the business. I often carry out a personality profiling exercise and one-to-one meeting with each team member to get a real sense of who they are and how they fit together. I then present findings on that. Or we might start with working out the leadership tasks in the business, how they’re currently distributed and what might need to change. This isn\u2019t one-size-fits-all work.<\/p>\n<\/div><\/div><\/div>

<\/i><\/i><\/span>Can you do team coaching remotely?<\/span><\/a><\/h4><\/div>
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It depends on the nature and depth of the work. While I\u2019m completely comfortable with online assessments and individual coaching, I’m more cautious about teamwork. If we\u2019re likely to get into group dynamics, and particularly if there’s a lot of unresolved conflict, maybe it\u2019s better not to do it online. If we\u2019re looking at fairly uncontentious areas of who does what and how you interact, then online is probably fine.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

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Talk to me today about leadership team coaching.<\/p>\n<\/div>

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“The bespoke workshops Caroline ran for us made us really think about our interaction with clients and how to work more collaboratively\u202fto bring about a lasting solution for them.\u202fCaroline introduced models and theory which got the team thinking and talking\u00a0<\/span><\/span>about how we work as a team and how to best support our clients.<\/span><\/span>“<\/span><\/span><\/p>\n<\/div><\/div><\/blockquote>

David Stone<\/strong>, MD, Prompt<\/span><\/span><\/div><\/div>
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“Caroline helped us to work through some really difficult issues in the senior management team caused by\u00a0<\/span><\/span>differences in personality and priorities. She did so with sensitivity<\/span><\/span>\u00a0and positivity but didn\u2019t shy away from challenging issues. We have got a better understanding of each other\u00a0<\/span><\/span>as a result and are working together more effectively”<\/span><\/span><\/p>\n<\/div><\/div><\/blockquote>

Anon<\/strong>, (details omitted for privacy reasons)<\/span><\/span><\/div><\/div>
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“Succession planning is critical in a family business. Caroline\u00a0<\/span><\/span>was<\/span><\/span>\u00a0very important in preparing my son and daughter\u00a0<\/span><\/span>as they took over the business<\/span><\/span>.\u202f<\/span><\/span>She<\/span><\/span>\u00a0has helped us to better understand the dynamics between us as a family and between the family and non-family\u00a0<\/span><\/span>directors<\/span><\/span>.”<\/span><\/span><\/p>\n<\/div><\/div><\/blockquote>

Geoffrey Harrison<\/strong>, Chairman, Harrison Catering Services<\/span><\/span><\/div><\/div><\/div><\/div>\n<\/div><\/div>
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