13 Crackers for Systemic Team Coaches December 2019

Introduction

Last year I produced 13 one-liners on Systemic Team Coaching that the various people who had trained with me from many places in the world had found most helpful. I created them as paradoxical messages that would stimulate new thinking and invited readers to imagine each as a message in a Christmas cracker. (For those of you not familiar with this tradition, a cracker is a tubular package that you pull open with a “bang” at the Christmas dinner table. Inside is a small present, paper hat and a joke or motto.)  Christmas is a time of tradition and ritual – so here are 2019’s new Systemic one-liners.

  1. Treat every difficulty as your next teacher sent from the wider system
    Our choice is either to view difficult coachees, colleagues, bosses, organizations as problems to battle against, or as people who we have not yet found a way of connecting with and who thus present our next life lesson.
  2. If you fill the meeting room with the voices of the stakeholders there is less room for egos
    As human beings we tend to be self-obsessed and take things personally, which builds defensive egos. If we focus on what the future and our stakeholders need from us and bring their voices into the room, there is far less space for egos and personal conflict.
  3. ABC of team coaching – Always Be Contracting
    Thank you to my colleague John Hill from Northern Ireland who taught me this phrase – contracting is not something we do just at the beginning of relationship or start of a meeting – it is something we need to constantly attend to.
  4. Systemic Team Coaching does not end – the prime responsibility just transitions from the team coach to our partners in the team coaching, – the team leader and the team members
    As teams have to continually develop their collective capacity and agility responding to ever-changing contexts, systemic team coaching will always be necessary.  The job of the external team coach is to work with the team so they can gradually take over the full responsibility for coaching themselves.
  5. Get every voice into the meeting within the first three minutes
    If the coach talks too long at the beginning it becomes a seminar; if the team leader talks too long it becomes a briefing meeting.
  6. Team members are more likely to own the agreed ways forward when they have been part of creating them
    People don’t resist change; they resist being changed. The role of the team leader is to frame the challenges and then orchestrate the team members to co-create the ways of responding.
  7. How you say something non-verbally is more important than the words
    Learning good team coaching questions and other interventions is not just about the words but about the tonality, look and embodied way we deliver it.
  8. Always locate the challenge, problem or conflict in a relationship, not in a person or a part of the system
    All real challenges are relational.
  9. Turn blame statements into requests and negative injunctions to positive encouragements
    One of the most frequent interventions we need to do as team coaches is to interrupt blame statements, whether about another member of the team, or external stakeholder, and invite the person to turn the complaint into a request and/or curious inquiry.
  10. Avoid bullet point lists that fragment the challenge into lists of problems.
    Instead create mind maps, virtuous and vicious cycles and other methods that show the patterns of interconnection.
  11. As soon as we talk about ‘the system’ we stop seeing systemic interconnections because we have drawn a fixed boundary where none exist
    Pay attention to the dance between the many systemic levels.
  12. Wide-angled empathy is not just for the people in the team but for all the team’s stakeholders
    The team coach needs to have compassion and empathy for all team members but also for all the wider stakeholders of the team (an themselves).
  13. There is no such thing as a high performing team, only a team that continuously co-creates value with and for all its stakeholders
    High performance is not a place of arrival, but is always in service of continually co-creating value with and for all our stakeholders, including people, systems and the more-than-human world. Therefore, high performance cannot reside within the team’s boundaries, or be owned by the team.

Happy Christmas, Hanukah, Solstice, Dōngzhì Festival, Yuletide, Saturnalia, or December holidays to all my friends, colleagues and Blog followers everywhere.

Peter Hawkins 15 December 2019 ©Renewal Associates 2019

I will be running Systemic Team Coaching 3-day intensives in 2020: January in New York, April in Beijing and India, July in Vancouver Island, Canada and London, October in Lisbon, November in Serbia and Romania.  Also we have Advanced Retreats for Coaches and Team Coaches during June and September and Transformational Coaching in December, all in Bath, UK.
www.renewalassociates.co.uk and www.aoec.com.