The Game of Teams

Professor David Clutterbuck is a scion in the field of coaching, mentoring, team coaching and research. He is one of Europe’s most prolific and well-known management writers and thinkers. He has written in excess of 70+ books and numerous articles and blogs. He is the co-founder of the European Mentoring and Coaching Council and is now a lifetime ambassador of the association. He is a visiting professor of the faculty of coaching and mentoring at Henley Business School, Sheffield Hallam, Oxford Brookes and York St. Johns Universities. I was delighted to have the opportunity to speak with him today and I hope you enjoy this episode on the Game of Teams Podcast series.   This particular episode with Professor David Clutterbuck illuminates the systemic nature of teams and how teams are part of a nested system. The terrain is complex, often messy and fraught with issues like a team’s history, unspoken expectations, power dynamics, team dynamics and competing priorities and often a misguided sense of why the team is a team. Professor David Clutterbuck shared many vignettes, ideas for engagement, a framework called Perill and his explanation of a powerful question hidden in an acronym called Prairie. David spoke to his passion for teams because they are so complex and replete with learning and also his passion for writing. He has just written a new book adding to his portfolio of 70+ books called A Practitioners Handbook of Team Coaching, which is launching in the last week of April. A must read for any team Leader/member/coach or practitioner wishing to support teams be great. Noteworthy points of discussion Stand-up comedy was by far the most scary thing David has every tried but he recognises that laughter is a huge remedy and can be helpful in providing the “fizz” and “buzz” on teams He often asks of teams to tell him the most ridiculous positive thing that happened recently to connect people with their humanness and to improve the quality of conversations. Important to see teams as a part of an ecosystem and to appreciate the complexity of the system of which teams are apart Teams need to understand their history to know their future Psychological safety is very closely linked to high performance David Clutterbuck advises more time spent in upfront preparation and getting to know the team than in actual team coaching. Really important to appreciate the complexity of teams/the dynamics of interrelations not just within the team but also with their interfaces. Many reasons to engage in team coaching. Conflict, A new Leader, Project teams needing to move faster and be a real team, working out interdependencies, all kinds of transitions, learning skills/process management and how to collaborate or dialogue effectively together. Important too to get clear agreements between all parties to a team coaching engagement to understand expectations Fundamental role of Team Coach is to be redundant over time, to get to a place where the team has absorbed the coaching process. Learning is a critical dimension for teams. Top teams must be able to answer the question “Is this team adapting, evolving and changing at pace ahead of or at least abreast of pace of change around them?” A team must work with a team development plan. What is the learning the team must achieve together to cope with their environment and to get at the performance required. David Clutterbuck shared his PERILL Framework for teams. P stands for Purpose and Motivation, E stands for external relations and processes, R stands for relations, I stands for internal processes like decision making, L stands for learning and L stands for Leadership not the person but the 15 or so functions a leader needs to negotiate with the team to distribute effectively. This model is inherently the first Complex Adaptive Systems thinking framework for teams. Too often teams reach for the simple solution but David Clutterbuck explained the peril of this way of simplistic thinking. Teams needs to understand their system sufficiently well to put in place solutions and ways of working that are sustainable The simple question “who are your stakeholders” is often a mystery to many teams Other similarly provocative but helpful questions include “what is the unique contribution this team can make?” and “who would care if you were not hear?” David explained his formula for powerful questions housed in the acronym Prairie. P is personal, R is resonating, A is acute, R is reverberating, I is innocent and E is explicit. The key is to ask short/sweet questions that are to the point with emotional impact. David Clutterbuck spoke about endings in a team coaching and more specifically about his process with teams. David reminded me that the team has to be responsible for their process.  He often asks and repeatedly asks two questions. 1. What is going on in this team right now and 2. What would you collectively like to do about it? He ends when teams have absorbed the habit of coaching.   Resources: the following include the resources we alluded to over the course of our conversation Clutterbuck, D. (2007) Coaching the team at Work. Clutterbuck, D. (2004) Everyone needs a Mentor Clutterbuck,D. (2013) Powerful Questions for Coaches and Mentors Clutterbuck,D. (2019) The Practitioners Handbook of Team Coaching https://www.davidclutterbuckpartnership.com

Neil Scotton is an award winning Coach, Writer and Consultant and also a co-author of the acclaimed book “The little book of making big change happen” Neil is a Chartered Engineer, A fellow of the Royal Society of Arts, FRSA, an NLP Master Practitioner and a Professional Certified Coach (PCC with the ICF) In 2011 he founded the One Leadership Project with Dr. Alister Scott, an organisation that enables teams untangle complexity, unlock innovation, bring people together,  clarify strategy, provide structure, strengthen self belief by unleashing passion. They do this in a very real way.   This particular episode spoke to the human condition that craves connection and the need in people to connect with their world, communities, organisations or work places and themselves in a meaningful sense of oneness. Neil shared his own philosophy, his passion for human transformation and the conditions necessary to make big change happen. He shared that catalysts are those who make big change happen often greater than their job title says they should  because they surround themselves with 3 teams, a work team the doers, a support team often comprised of family and friends and a team of influencers. This episode is packed full of ideas, questions and Neil’s model the 5+1 for teams as well as a parting challenge. Listen and be inspired.   Noteworthy points of discussion Neil made the journey from Chartered engineer working on building large Cryogenic plants and pressure systems to working on human transformational change. He described how his own epiphany on Leadership happened as a works engineer Great leadership is not about being great but bringing the greatness out of others. We know this we simply forget. Important to ask the right question not look for the solution The one Leadership Project where big change happens focuses on cultivating a one-team mentality in a one organisation serving a one planet. Important for Leaders to be at one with themselves. Part of the human condition is to be in pieces. Neil and Alister work at the relational level with all members of the team both as a collective & on an individual level. Catalysts very often surround themselves by 3 teams, a doing team, a support team and an influencers team Importance of engagement on teams. Often by asking the question “What do you stand for?” can yield energy and passion for the work. Organisations have to ask if there is anything standing in the way of people being able to think for themselves to enable the leader with-in 5+1 model for team leadership means 1. Having a Purpose that is clear and compelling, and is connected to the teams everyday meetings, 2. How the team works together. Think about the John Adair Venn Diagram. How much time is focused on task, the team or the individual? 3. How are you engaging with others, your stakeholders? 4. Culture and how do we embody work? And 5. Results, are the  results the team is making connected to their stated purpose More appreciation needed on teams to evoke flow and forward momentum. Think in terms of working beyond self. When teams can think beyond self great stuff happens Important to reveal the team to itself, the dynamics but also the stuff that is going on. “What’s going on here” is a great question to help the team see their reality and get out of the trance of everyday stuff. Neil shared practices that he and Alister routinely do on teams, pair work, reflective practices, ERA, Encouragement, Recognition and Reward helping people get good at giving and receiving appreciation. Neil described the ways learning does not happen well in organisation and how their approach is integrative and often light touch. Neil is impacted by our ecology and the world in which we live. He is keen to help share his thoughts on the systemic issues we are facing. His thought leadership piece for Coaching at Work will be headed Earthquake, Chasm and Puzzle. Finally by way of an anecdote Neil shared how we are all human, wanting to be heard, to be safe and to give back. When you meet people in a human way everything changes.   Resources: the following include the resources we alluded to over the course of our conversation https://enablingcatalysts.com The One Leadership Project Scotton, Neil and Scot, Dr. Alister, (2017) The little book of making big change happen https://www.linkedin.com/in/neil-scotton-4667018/ https://coaching-at-work.com  

Introduction: David Emerald and Donna Zajonc are a husband and wife team and also business partners & founders of the Bainbridge Leadership Center. David is the author of the best selling book The Power of Ted and has recently published his second book called 3 vital questions, transforming workplace drama. Donna is a Master Certified Coach and together they teach, facilitate and speak to the power of TED and the 3 Vital Questions framework to transform workplace drama.  Podcast episode summary: This episode describes what it means to be human and how we succumb to drama.  Stephen Karpman described a social model of human interaction called the drama triangle. As humans in reaction to problems we often jump onto the drama triangle and assume one of three roles, the Victim, Persecutor or Rescuer. The antidote is another triangle, called The Empowerment Dynamic or TED, which speaks to our inherent capacity to be creative. Three roles comprise TED, the Creator, Challenger and Coach. David’s next book Three Vital Questions is set in an organisational context and speaks to how we are thinking, relating and acting in our business, often informed by our way of being in our personal lives. TED can be described as a self-Leadership book and the 3 Vital Questions an answer to our Leadership and teamwork choices in work. David and Donna share the auspices of their books, the motivation behind the writing and share what each involves through the course of this episode. Each book is a very digestible fable that perhaps masks the inherent complexity and nuances behind the material. This is not a Pollyanna type answer to drama but a conscious consciousness and call for us to wake up to our patterns and begin to exercise choice.  Donna and David liken themselves to translators condensing complex human conditions into digestible and applicable frameworks David started by sharing our very essence is as creators. We have the capacity to be in choice about the outcomes we want, to think about how we are thinking and to raise our awareness about how we are relating to others and ourselves. We then create by taking baby steps.  The core of what David and Donna teach is shifting from a set of relations/roles and dynamic in the dreaded drama triangle or DDT for short when we are in the dance of Victim, Persecutor and Rescuer to a more empowering set of relations/roles or dynamic called TED.  In order to develop our inherent capacity as creators we can cultivate the antidote roles of Creator, Challenger and Coach called TED.  We have an internal DDT triangle and TED available to us as well as these roles in relation to others.  A good start is to self diagnose how we relate to ourselves and then learn to pause, stop and allow for the whisperer creator to emerge.  Do not be numb or seduced by the inherent simplicity of the models they belie a lot of unconscious unravelling and neurological wiring. The roles are dynamic but the triangles serve to depict a static depiction of dynamic reality. Once we can notice we have the capacity to shift and alter our operational models.  These roles can be enacted by organisations in the culture they create, between sub-groups or functions and of course on teams as well.  Donna shared a story of a team who once they understood the DDT and the choice to pursue TED they were able to first change the language on their website that was predominantly problem focused.  The work moving from DDT to TED is not simplistic or “Pollyannaesque” The work is often beset with problems. The trick is to first outline what outcome/purpose/mission the team wants to achieve and then enumerate the problems to be encountered in service of an outcome Problem-solving is still part of the work but the difference is we are not reacting to problems coming at us.  The important role of Coach on TED. People are very able to tell you what they don't want but less able to articulate what they desire or really want. A Leader or leader as a coach can learn to help people get on the balcony and not be subject to persistent reactivity.  Two different mindsets are explored in TED and 3 Vital Questions. The first is in a continuum of focus on problems. The second is an orientation towards outcomes supported by facilitation and enquiry to get at the creator essence in all of us.  Not an easy step for many Leaders to become leaders as coaches, especially when we have been brought up in organisations were expertise is prised.  3 Vital questions are shared in a fable. 3 questions are supported by a subtext of questions to bring the TED framework to life.  1st Question: Where are you putting your focus? The subtext is whether your focus is on problems that evoke an inner state of anxiety or whether you are tapping into your passion and care that is outcome oriented.  2nd Question: How are you relating, which speaks to David’s first book TED. Are you relating from a problem mindset or an outcome mindset and from the archetype roles, which accompany, Victim, Persecutor and Rescuer or Creator, Challenger and Coach.  3rd Question: What actions are you taking with the subtext of in the moment problems or creative and generative actions in service of a bigger purpose.  The work in teams and in organisational life is about awakening our inner observer.  We have to be mindful that regression is part of the work-the question why can’t we do this all of the time requires compassion and an understanding that we are fallible human beings.  Our neurology is organised in such a fashion that we are wired, not hard-wired, to keep ourselves safe. This explains why the DDT is live in all of us.  Our work is to upgrade our human operating system It is also worthy to note that the DDT roles are not always bad or unhelpful sometimes they are needed but the idea is not to stay in them.  Conscious consciousness is required along with practice.    Quotable Quotes: “We are always at a point of choice” “Our essence is as Creators” “When we pause, stop and breath, the whisper of Creator, Challenger and Coach can rise” “Value of model of DDT and TED is static depiction of a dynamic reality”  “Get to the balcony and not in subject to persistent reactivity” “Compassion is fuel for upgrading our Neurology”    Resources: the following includes the resources we alluded to over the course of our conversation   The Power of Ted, https://powerofted.com/,  3 Vital Questions, https://3vitalquestions.com Subscribe to Free Friday Newsletter on both websites Books available in Print through Amazon, Audible and as an e-book on Kindle also on Amazon

Introduction: Cara Farrelly leads the Vodafone Supply Chain Operations teams across New Zealand, Portugal, Ireland, Greece Romania, Hungary, Czech Republic, Albania, Malta and London. She is credited as a highly committed leader with an inherent ability to establish highly respected relationships with both internal and external stakeholders.  This episode demonstrates her attention and care. She is passionate about people and about cultivating inclusive cultures and connected communities that support and challenge each other to achieve exceptional results. She is also a soccer Mum. Her son Gavin Bazunu aged 17 has been signed to Manchester City from Shamrock Rovers here in Ireland. She is extremely proud of Gavin and Todd her sons who mean the world to her.  Podcast episode summary: This episode is about Leadership and team leadership. Cara spoke about her career trajectory and how certain people had an incredible influence on her ability to lead. She learnt early on that “vulnerability can be your strength”. She cites the importance of trust on teams but also a leaders ability to be vulnerable. She wishes she could have been braver sooner to allow herself to show up and lean into her various roles.   Sports teams can help organisational teams think about team spirit and the importance of understanding each other for strengths.  Trust is essential and trust between members augers well for future performance  Cara’s role is as leader as coach she believes it important to give people space & bandwidth to allow team members to learn and innovate.  Some leadership myths we can bust: Leaders do not need to know all the answers, coaching is probably better than telling, Organisations are not looking for a particular type, you can be yourself at work The best way to control is to give it away! Launch well. Cara’s team of 10 countries came together to divine a collective purpose and to work out how to work together. This launch ignited their passion to work together In addition they have weekly huddles where everyone is visible, present and engaged.  Care & Kindness are two qualities Cara believes to be important. Listening is an important skill to allow people to really show up –it also supports mental well being when people can talk to their concerns.  AAR, after action reviews which is a process from the US army, really helps the teams to learn together Not everyone can survive on a team and it is important to help people be with their limitations and not let them suffer in silence. Important too to call out early what is not working  Dysfunction on teams is partly to do with not knowing how to work together. Competition and suspicion can erode a team’s confidence. Having a collective or common goal and building trust are just two ways of mitigating dysfunction.  Teams at Vodafone are being asked to work in an agile way, to work across boundaries and to partner over the entire ecosystem. This means teaming well.  Cara and her team have invested time to get experiential and learn together in ways that are not usual but allow the team to see each other away from the day to day or the office.  Cara’s own coach training is supporting her learn the need for structure and also the importance of climate in a coaching relationship. For her coaching is about forwarding the action and deepening the learning.  Cara ended by reminding others and me that her purpose is to help others.  Quotable Quotes: “Vulnerability is your strength” “best way to control is to give it away” “Care & Kindness is important for leaders” “Competition is not inside the team” “forward the action and deepen the learning”    Resources: the following include the resources we alluded to over the course of our conversation www.tcmp.ie a coach training course run by June Duffy 

Introduction: This show illuminates the challenges facing leaders and teams as they move further into the 21st century. The challenge becomes how do we work with the future and how to we work in systems. Professor Peter Hawkins shares his research and argues the case for a revolution in how we think about teams, how we think about Leadership and how we operate as Team Coaches. Professor Peter Hawkins is a professor of leadership at Henley Business School, Visiting Professor University of Bath, and the University of Oxford Brookes and Chairman of Renewal Associates.  He is a leading consultant, coach, writer and researcher in organisational strategy, leadership, Culture change and team and board development. He is a prolific writer and author of many best selling books and papers in the fields of Board and Team Coaching, Leadership and Change. His books include Leadership team Coaching (3rd Edition), Leadership Team Coaching in Practice and Coaching, Mentoring, and Organisational Consultancy a book he co-authored with Nick Smith.     Podcast episode summary: This conversation started by talking about eldership, beyond leadership and how we enable others. He spoke about how important and critical it is for teams to think in terms of collective leadership. He opined that Leadership development is still stuck in the 20th-century building 20th-century leaders rather than 21st century Leadership. Heroic Leadership is dead long live the team is one of the many articles we discussed to shape a conversation around the need for collective leadership.    Noteworthy points of discussion The days of the CEO being the only point of contact with the various interfaces of the organisation are over –it is a collective job In the next five years, organisations are going to be employing fewer people, but the number of people they are partnering with will increase – how to get at collective leadership across boundaries?  Increasingly leadership is moving away from how to lead “my team”, “my function”, “My organisation” and more about how to partner well Brexit is an example of doing it wrong- How PM May spent two years in a win/lose framed argument asking the wrong question MIndset  change required to think in terms of living on multiple teams simultaneously 100% of the time All challenges lie in the connections between interfaces and not in the parts The Pace of Change is such that strategizing and managing changes is a perpetual process It is the purpose that creates a team and not the team creating a purpose Teams must ask “what can we uniquely do that the world of tomorrow needs?”   Peter described his model: The 5 Disciplines of successful Team Practice Discipline One –Co-Missioning: Ensuring a clear commission for the team and contracting on what it must deliver-The WHY Discipline Two- Clarity: What can the team do together that is added value in service of the declared purpose. Here the team articulates clear team KPI’s, Objectives & Roles –The WHAT Discipline Three-Co-creating: - How the team will be together, team agreements, norms etc.  Discipline Four- Connecting: Engaging with all stakeholders Discipline Five- Core Learning: Building individual and collective capacity to be future fit.    Several case studies and clients were referenced in this episode where Professor Peter Hawkins described his approach to working with Executive Teams and Boards and their nested systems.     There needs to be a revolution in coaching and as team coaches, we need to “get out of the closet” and stop thinking with the boundaries of the team.    Resources: the following includes the resources we alluded to over the course of our conversation Hawkins,P. (2017) Leadership Team Coaching, Developing Collective Transformational Leadership Kogan Page  https://www.henley.fi/wp-content/uploads/2017/06/Research_Report_-_Tomorrow_s_Leadership_and_the_Necessary_Revolution_in_Today_s_Leadership_Development.pdf Hawlins,P. Leadership Team Coaching in Practice 2nd edition, Kogan Page Hawkins,P., & Smith,N. (2013) Coaching, Mentoring and Organisational Consultancy; Maidenhead, Open Press University Hawkins,P. Creating a Coaching Culture. Maindenhead, Open Press University Youtube video about  the Five Disciplines Systemic Team Coach Training Diploma Training Program with the AoEC:  http://www.aoec.com/individiual/courses/systemicteamcoachingdiploma/  Hawkins,P. Beyond the heroic CEO, an article written for Henley Business School, www.henley.ac.uk/people/person/professor-peter-hawkins/  https://www.linkedin.com/in/peter-hawkins-b27177/ https://www.renewalassociates.co.uk 

Bob Dunham, a leadership development expert, discusses the art of leadership and teamwork, emphasizing the importance of conversations and blind spots in organizational culture. He highlights the need for clear commitments, emotional intelligence, and constant learning for effective teamwork and personal growth.

Introduction: This show illuminates the conditions that are necessary for Team Effectiveness and discusses the nature of Authority Structures. Ruth Wageman is one of the foremost scholars and practitioners studying and working with teams, mostly senior leadership teams. She is the co-author of the book Senior Leadership Teams, what it takes to make them great. She designed the Team Diagnostic Survey with the late Richard Hackman and Erin Lehman. This is a powerful assessment that measures team effectiveness against the 6 conditions Ruth described on this podcast. Ruth is undoubtedly an authority on the work of teams and I was delighted as a fellow team coach to have her as a guest on my show.  Podcast episode summary: This conversation started by talking about collaboration and how important and critical it is for teams today. Most members want to collaborate and find they are stymied not by their behaviours, focus on their particular silos and or interpersonal relations but more because of a lack of attention to the structure and design of the team.  Ruth described 3 essentials and 3 enablers that comprise the critical components for team success.  Real Team –The need for the team to be bounded, stable and interdependent Compelling Team Purpose- where the purpose is clear, compelling and consequential  Right People- with the right mix of capabilities and diverse thinking to deliver on their purpose Sound Structure- a small number of people, explicit norms of behaviour and a few critical team tasks that only this team can complete together.  Supportive Context- Where the team has the requisite resources, information in an accessible manner and appropriate materials and training to support their endeavour  Team Coaching- Someone or some people who manage the process of the team  Over the course of the conversation, we opined how tough it is to not trip over some real power dynamics or power authority structures that exist on teams. There are often mixed expectations over the extent of responsibility Leader shoulders or team members share. Team Coaches, especially external team coaches can be blind to their beliefs about shared responsibility and risk the very real chance of alienating the team leader or Chief Executive holding authority.  Ruth discussed her passion for working with teams real self- governing teams, whose power and authority is distributed and who exist to solve complex wicked problems that have real consequence in the world. She described working in systems such as healthcare, business and social services whose purpose it is to transform their ecosystems for societal benefit.  Quotable quotes: Ruth recommended that teams be mindful to create “norms with bite”.  Resources: the following includes the resources we alluded to over the course of our conversation Senior Leadership Teams, what it takes to make them great by Ruth Wageman, Debra A. Nunes, James A. Burrus and J.Richard Hackman The Team Diagnostic Survey by Ruth Wageman, J. Richard Hackman and Erin Lehaman Who’s in charge here? The Team Leadership Implications of Authority Structure, by Ruth Wageman and Colin Fisher An article was written by Ruth Wageman and Krister Lowe on Authority Structures and teams

Introduction: Jeff Turner is International Director for Facebook working in Dublin, Ireland. He has spent over 20 years in L&D knowing that to be his professional home. He has worked for a number of organisations including Lloyds Bank, BOI, AOL and O2.  He holds a Masters in Performance Management from Leicester University. He has spent the last eight or more years working with Facebook. This conversation illuminated Jeff’s passion for Learning and for making an impact. Facebook’s core philosophy internally is to connect those who have something to teach with those who are ready to learn, making learning Just in time, just enough and right for the receiver.  Jeff discussed Facebook’s values, Focus on impact, Move fast, be open and build social value. These values give freedom and authenticity to team members and leaders.  Podcast episode summary: This episode describes the role assumed by L&D professionals and their approach to team development at Facebook. It also shares the research conducted by Facebook of 24 Teams across EMEA  showcasing the most pertinent qualities/characteristics of high performing teams. The research team along with the support of Professor David Clutterbuck discovered eight characteristics, which were described in the show. The following bullets highlight the conversation elements of this important episode.  Change is a constant, people need to be out of their comfort zones to learn and have an impact- his question “when was the last time you volunteered to go outside of your comfort zone?  Teams are complex adaptive systems a pattern illuminated by David Clutterbuck consultant to Facebook. Understanding this concept can help teams be more connected and productive  There is a big difference between team facilitation and one off interventions and team development. Jeff and his team focus on the latter to support teams There needs to be a modicum of tension for the team to get any real value from an interventionist approach. “the truth lies in the tension”  Jeff and his team understand and appreciate that in order to be of any value they need to be willing to be fired to do Team Development.  Jeff is cognisant of the degree of change his teams face and is mindful that some team development methodologies are too linear to be meaningful.  He sees team development to a process of working with the team over 3-12 months and not a one off workshop or intervention Facebook conducted significant research on their HPTs ( High Performing Teams) with the help of Professor David Clutterbuck. He helped Facebook decode the essence of teams and determine their  “secret sauce” He named 8 distinct qualities that support success and performance.  He likened the 8 to a wheel with 7 spokes and a leaders confidence at the centre.  The seven spokes include, Hiring the right people, managers and leaders setting goals at the right level, a positive view of failure, working to individual strengths, Trust that teams mean to deliver, change is like breathing, Enjoyment for the work and the people and finally confidence of the leader.  Facebook does use a diagnostic for teams focusing on 3components, Purpose, People and Practices.  Not all teams can access the service provided by L&D which is why they have developed a sort of self service offering a diagnostic and exercises as well as a repository online The L&D team at Facebook have developed their expertise to support teams, they use their weekly meetings as places for supervision and learning together.    Quotable Quotes: “You have to be willing to be fired to do Team Development at FB”  “The truth lies in the tension” “Change is like breathing”    Resources: the following include the resources we alluded to over the course of our conversation Reinventing Organisations by Frederic Laloux. 

Introduction: Fiona Carney is a Senior Director of Business Operations for Asia at Microsoft. Her background is in Consulting, where she worked with KPMG and Accenture in Business Strategy and Change Management for over 10 years. In 2007, Fiona joined Microsoft and has worked in numerous roles and led functions of the business- including Customer Experience, Sales, Operations and Account Management. She has worked with Microsoft partners for her entire career at Microsoft in EMEA and globally. Currently, she leads a large cross-functional organization supporting the business in Asia. Fiona sits on the Diversity & Inclusion Council for APAC and is passionate about the development of people and ensuring a diverse workforce. Podcast episode summary: This episode covers Fiona’s passion for teams, for people development, technology and the impact it can make on society as a whole. Fiona discussed her recent Master's program where she researched resilience and the impact of group coaching on resilience. In addition, she shared her insights on what it takes to get at team performance citing the importance of leveraging peoples strengths, giving and being clear about purpose and mission, listening and looking for bright spots, having a shared context that is understood and remembering that behaviours are contagious. The following comprise the summarised bullet s of our conversation   Resilience is important in a world that is global, challenging, ambiguous and ever-changing In terms of building, teams start with strengths-Microsoft use Strengths Finder –leaders need to be able to look under the “Iceberg” and understand what motivates their people Not everything is governed by processes encourage people to seek clarity & link that back to your team's purpose  Encourage your team's effort to look for “bright spots” places where best practice is exhibited Shared context is essential-what are we trying to achieve together, how do our roles need to adapt, how can we make each other succeed in that effort Psychological safety is important to get at the trust and to enable risk-taking and learning. Simple to say hard to make happen Role modelling is an important component of Leadership-model the behaviours you seek to see happen Understand people and their cultural differences –Fiona describes her best team experience where a team of global experts were thrown together on a critical issue with wide stakeholder impact.  Their success was predicated on investing in time together, forming quickly and relinquishing the need to be right or precious, size of team was small and the mindset they adopted allowed for trade-offs to be made easily Microsoft has been going through its own cultural transformation and a lot of work has gone on to make their three values come to life, Energy, Passion and Success. A big focus is on having a growth mindset – where people can fail fast, learn and be empowered Fiona is very interested in learning more about psychodynamics or the currents that flow beneath a team. She is reading books by Manfred Kets De Vries.  Artificial Intelligence is really big and Fiona’s interest is in helping people be with that change and be relevant  Fiona summarised by saying that Leaders of teams need to listen, provide a shared context, break things down into manageable meaningful goals, help people to look for “bright spots” and remember that behaviours are contagious.    Quotable Quotes: “shared context is important” “safety, belonging and mattering” “Energy, Clarity and Success- 3 Microsoft values easy to grasp, easy to remember and easy to role model”    Resources: the following includes the resources we alluded to over the course of our conversation Strengths Finder by Gallup  Psychological Safety and Amy Edmonson  The hedgehog affect and The Leadership Mystique by Mandfred Kets De Vries 

Introduction: Dr Krister Lowe is an organisational psychologist, team coach and creator of the team coaching zone podcast. Krister is a specialist in team coaching and his passion is working with teams of teams and on enterprise level coaching. This episode discusses how important teams are in the 21st century in dealing with some of the societies wicked problems. Collaboration of an order we have yet to witness is key. Krister laments how we are not well versed in Teaming skills and many of us have never really operated on a real team. The episode goes on to discuss how teams can help themselves perform well together by emphasising the structure and design of a team as well as the discipline & focus required for sustainability.  There are many ways to access potential on teams and Krister is not afraid to work with embodied techniques, our many intelligences, agile techniques and of course psychological safety as the bedrock norm for innovation and performance.    Podcast episode summary:  60-30-10 Rule means doing significant pre-work on the part of the Leader to determine the team's purpose and the right people to support that purpose and after and quickly allowing for a team launch before a teams culture gets too enmeshed and finally doing some light tweaks to support the team stay on course or course correct as appropriate  Most teams are not designed well. Krister really appreciates the Agile philosophy and believes in its efficacy for most teams especially in a world where we need more distributed leadership  Agile can support Leadership teams as well using meetings more productively helping the team mine the wisdom of the team members, doing real work together as opposed to presenting information that wastes time and depletes energy Using psychological safety and agile to get at faster thinking and acting –Krister describes our five intelligences and how often we overuse our analytical problem solving and consensus building rituals over the use of other forms of information and knowledge sources such as the body, our gut, heart and groin as the seat of our passion.  Krister shared a story where he used his own emotional intelligence to access what was really going on a for a team in the moment, this noticing enabled the team to speak to their loss and then move into action with greater degrees of energy Krister described his work working on teams of teams and the power of 5 teams being in the room together to get at synergies and interdependencies understanding the nested nature of their system  Krister helps leaders move along the leadership continuum from Team Manager, through Leader of strategy and orchestration to the Leader as coach.  Some nuggets:  -Double down on team design -Get at & focus on a few mission-critical goals  -Have a good Team Launch -Practice together over time   Quotable Quotes:  “Structure drives behaviour and culture” Krister Lowe “Most teams are not designed well” Krister Lowe “I have no question that when you have a team the possibility exists that it will generate magic producing something extraordinary, but don't count on it” Richard Hackman Plans are useless but planning is indispensable” Eisenhower   Resources: the following includes the resources we alluded to over the course of our conversation 2018 Global Human Capital Trends, Deloitte report.   Senior Leadership Teams, Ruth Wageman, Richard Hackman, Debra Nunes & James Burruss The Team Coaching Zone Podcast  The Team Coaching Zone website