Learn about how team coaching can inspire teams to be more efficient, productive and sustainable!

1. Improving Team Effectiveness:
How Team Coaching Can Positively Impact
Your Organization
Presented for:
July 16, 2008
Kathryn Kemp
Team Resource Coaching
510.599.1101
www.kathrynkemp.com
1

2. Team Success Story
How a sales team
improved revenue
87%
1Q08 over 1Q07
using Team Coaching
2

3. Why Team Coaching?
Our economy demands that companies leverage
resources with teamwork.
Team Coaching provides guidance, training & support
for making teams as effective as possible.
Impact is multiplied when organizations use Team
Coaching to maximize the skills & talents of their
employees.
Team Coaching provides team members with tools
they can use immediately.
3

4. What Makes
Team Coaching Unique?
Team Coaching is a comprehensive
process that creates high-performing,
sustainable, and inspired teams.
Team Coaching works with the team as a
system as opposed to a collection of
individuals.
Team coaching is an on-going process as
opposed to a team building event.
4

5. Team Coaches Work with the
Team as a SYSTEM
Executive
Coach
Team
Member
Team Team
Member Member
Team
Coach The Team
Team Team
Member Member
Team
Member
5

6. What makes Coaching different
from Consulting?
The client relies on the expertise of the consultant.
The consultant studies the client’s processes and
presents a plan to enhance success.
Team Coaches believe that the team has within it the
means to excel. Team coaches provide expertise in
team effectiveness, and rely on the team to design the
plan that will best support its success. By intensely
listening, asking effective questions, and offering
sincere encouragement, the coach facilitates the
process for the team to learn its own answers and then
to take responsibility for acting on them. Coaching is
the truest form of empowerment.
6

7. Six Success Factors for a Team
Shared Purpose or Mission
Clear Roles
Shared Performance Goals & Measures
Shared Commitment
Shared Behavioral Norms
Shared Team Practices
The Wisdom of Teams: Creating the High-Performance
7
Organization by Katzenbach & Smith

8. Positivity and Productivity are
the Keys to Sustainability
Teams exist to produce results.
Productivity must be present in order for
a team to be sustainable.
The culture of a team has the power to
impact results in a generative or a
negative way. Positivity must be present
in order for a team to be sustainable.
8

9. Team Coaching Model
Success Factors related to
Positivity:
Positivity
•Shared Commitment
•Shared Behavioral Norms
•Shared Team Practices
Productivity
Success Factors related to
Productivity:
•Shared Purpose or Mission
•Clear Roles
•Shared Performance Goals &
Measures
9

10. Team Coaching Model
Positivity
Productivity
Low Positivity/Low Productivity
• Atmosphere of Criticism, Blame &
Cynicism
• Overwhelm
• No Fun
• Fear of Job Loss and/or Company
Failure
• “Firefighting”, Short-term Orientation
• Turf Protection
• One Step Forward; Two Steps Back
10 • Poor Teamwork

11. Team Coaching Model
Positivity
High Positivity/Low Productivity
• Collegial, Friendship Based
• Lack of Effective Focus
• Insufficient Sense of Urgency
• Change Resistant — Don’t “Rock
the Boat”
• Incompetence Tolerated
• Not Results Oriented
• Sense of Connection and Fun
Productivity
Low Positivity/Low Productivity
• Atmosphere of Criticism, Blame &
Cynicism
• Overwhelm
• No Fun
• Fear of Job Loss and/or Company
Failure
• “Firefighting”, Short-term Orientation
• Turf Protection
• One Step Forward; Two Steps Back
11 • Poor Teamwork

12. Team Coaching Model
Positivity
High Positivity/Low Productivity
• Collegial, Friendship Based
• Lack of Effective Focus
• Insufficient Sense of Urgency
• Change Resistant — Don’t “Rock
the Boat”
• Incompetence Tolerated
• Not Results Oriented
• Sense of Connection and Fun
Productivity
Low Positivity/Low Productivity Low Positivity /High Productivity
• Atmosphere of Criticism, Blame & • Focus is efficiency
Cynicism • “Just Do It!”, Bottom-Line
• Overwhelm Orientation
• No Fun • Retention Problems, High
• Fear of Job Loss and/or Company Turnover, Burnout
Failure • Guarded
• “Firefighting”, Short-term Orientation • Clear Objectives
• Turf Protection • Driven
• One Step Forward; Two Steps Back • Competitive
12 • Poor Teamwork

13. Team Coaching Model
The Team Coaching model and associated Coaching Methodologies described throughout this
presentation were developed by Team Coaching International.
Positivity
High Positivity/High Productivity
High Positivity/Low Productivity
• Successful, Fun
• Collegial, Friendship Based
• Synchronicity, Flow
• Lack of Effective Focus
• Challenging Goals, Inspiring Vision
• Insufficient Sense of Urgency
• Change Proactive
• Change Resistant — Don’t “Rock
• Open Communication
the Boat”
• Great Teamwork — “ How do we
• Incompetence Tolerated
continue to improve?”
• Not Results Oriented
• Sense of Connection and Fun
Productivity
Low Positivity/Low Productivity Low Positivity /High Productivity
• Atmosphere of Criticism, Blame & • Focus is efficiency
Cynicism • “Just Do It!”, Bottom-Line
• Overwhelm Orientation
• No Fun • Retention Problems, High
• Fear of Job Loss and/or Company Turnover, Burnout
Failure • Guarded
• “Firefighting”, Short-term Orientation • Clear Objectives
• Turf Protection • Driven
• One Step Forward; Two Steps Back • Competitive
13 • Poor Teamwork

14. Team Success Story
How a sales team
improved revenue
87%
1Q08 over 1Q07
using Team Coaching
14

15. Team Coaching is
Strengths-Based
The Team Coaching model defines 7 productivity factors and 7 positivity factors
The seven team The seven team
strengths that affect strengths that affect
Productivity are: Positivity are:
Goals and Strategies Optimism
Alignment Trust
Accountability Respect
Resources Communication
Decision Making Constructive Interaction
Proactivity Camaraderie
Team Leadership Values Diversity
15

16. Barriers to Effective Teaming
Blame – attacking the
person rather than the
behavior
Defensiveness –
defending one’s position as
opposed to finding the
common interest between
the parties
Contempt – includes
sarcasm, belittling,
cynicism, hostile humor,
name calling
Stonewalling – includes
cutting off communication,
silent treatment, refusal to
engage, withdrawal
16

17. Team Contract
The Team Contract is about
having the team take
responsibility with one another
to create a conscious and
intentional culture in which the
work will occur.
17

18. Teams Create Action Plans for
Sustainable Results
TEAM CHALLENGES ACTIONS/CHANGES ACTION OUTCOMES
Identified during the facilitated What specific steps will the team take How will you know your actions made
retreat to address team challenges? an impact? What will change?
1. 1. 1.
2. 2. 2.
3. 3. 3.
18

19. Team Success Story
How a sales team
improved revenue
87%
1Q08 over 1Q07
using Team Coaching
19

20. Typical Team Coaching
Engagement
Team Team TDA #2
TDA #1
Foundation Retreat Coaching Retreat #2
#1
•Establish the •Deploy online •Conduct team • Deploy Team Diagnostic
• Create Team
foundation for the Team Diagnostic coaching sessions Assessment #2 for
Contract
initiative: determine Assessment #1 via phone over 6 benchmarking
strategic objectives, months
• Debrief the
critical initiatives, •Prepare the team • Team Retreat
assessment results
timeline retreat design and •Review
agenda accountabilities, • Revisit and re-define
• Determine areas
create new action plan and on-going
of focus and
accountabilities coaching
commitment
20 • Create the action •Review Team
plan Coaching Skills

21. The Impact of Team
Coaching is Measurable
The objectives of team coaching are aligned
with specific organizational objectives. The
team can identify specific measurements for
success in the Action Plan (e.g. complete a
project on time and on budget).
Intangible or perceived changes such as:
improved teamwork and morale, accelerated
effectiveness on the job, enhanced
communication skills, or increased employee
engagement.
21

22. What Kinds of Teams Could
Benefit from Team Coaching?
The organization is undertaking an important project or
change initiative.
The team is high-performing and is looking for its next
innovative edge.
The team is performing poorly or is in burnout.
Team members engage in gossip, turf protection, bullying or other
toxic behaviors that impact performance and/or client relations.
A virtual team or cross-functional team wants to improve the
way it functions.
The organization wants to maximize the talents and skills of
its team members to create sustainable results over time.
22

23. Contact Kathryn:
Team Resource Coaching
Kathryn Kemp 510.599.1101
www.kathrynkemp.com
Kathryn Kemp, CPCC is an Executive and Team
coach with 20 years experience in the real
estate and hospitality industries.
Her unique career path combines a strong
understanding of financial analysis with a
strong understanding of human behavior, and
she knows how to bring out the best in people
so that they are passionate about their work
while contributing to the bottom line.
Kathryn worked successfully with teams in both
corporate and non-profit settings, and she is a
Senior Faculty Member for Team Coaching
International, training coaches in the use of the
Team Diagnostic™ Assessment tool and
23 associated Coaching Methodologies.