13 New Crackers for Systemic Team Coaches – Christmas 2020

http://frescohealth.com/mind-over-matter/ Introduction

This is the third year that I am sending a range of Systemic Team Coaching Christmas Crackers out to the wide and growing global community of team coaches around the world.  Each year I take one-line aphorisms that I have found myself using on my various trainings and make a short collection.  This year I have included a few at the beginning about the necessary revolution in coaching more generally with the publication of my book this year on “Systemic Coaching” which I wrote with Eve Turner.  Like mottos and jokes in Christmas Crackers, they are there to both amuse and help us see the world differently.  I hope you enjoy them.

  1. http://interform-uk.com/portfolio/bringing-designs-life/ Don’t ask: Don’t tell
    Coaches can become addicted to questions and consultants to telling answers.  The team coach needs to avoid both addictions and instead engage in collaborative inquiry, facing the challenges that life is presenting, where neither coach nor coachees have the answer, but together are discovering one.
  2. Never know better: Never know first
    The best insights are co-discovered fresh between the team and the team coach.  Pre-packaged knowledge is hard to both digest and own.
  3. http://yesand.co.uk/category/innovate-2/page/3/ The quality of coaching can be judged by how much time is spent at the learning edge
    The learning edge is the place where the coachee and the coach don’t have an answer, but it is clear to both that life is requiring one.
  4. No such thing as Individual Coaching
    When an individual arrives in the coaching room (in person or electronically), their team dynamic; organizational culture; their family system; community and cultural patterns; and the wider ecology; are also part of them and how they shape and narrate their world.  The stories they tell grow out of, and are framed by, this rich complex soil of systemic levels.
  5. We should leave every coaching session; team coaching meeting and supervision session having created new learning that no individual knew before the session started
    The world needs new learning that is co-created.
  6. Generals, missionaries, and colonizers have Missions; Teams need to have a collective Purpose
    Missions are about what we want to achieve in the world.  Purpose comes from discovering what we can collectively do that the world of tomorrow needs.
  7. The purpose creates the team, the team does not create their purpose but discovers what it is
    Purpose is discovered by exploring who our work and life serves and the changing needs of those stakeholders.
  8. Turn problems into challenges and challenges into opportunities
    Problems, like puzzles, have solutions, but challenges require new thinking, doing and being by the team and its members.
  9. Listen to the emerging pattern, not the individuals or the separate issues
    Individual issues are nearly always symptoms of an underlying pattern.  Transforming a pattern usually requires new perspectives – new lenses through which to view the issues.
  10. Always triangulate
    Team coaching requires a team, a team coach, and a joint purpose.  Team coaching helps teams move beyond either-or debates to find a third place, and from binary negotiation with partners and stakeholders, to create win-win-win arrangements.
  11. Co-coaches need to work as a team and role-model effective teamwork
    When there are 2 team coaches there are 3 elements – team coach one; team coach two; and their relationship/teamwork.  The third element impacts the team as much, if not more than the first two.
  12. Turn your Stakeholders into Partners
    It is so easy to experience stakeholders as a multitude of conflicting demands and miss that all stakeholders are also resources that we can invite into partnership, achieving together what we cannot accomplish apart.
  13. Team Coaching never ends it only transfers
    Team coaching is not carried out by the team coach alone, but by the partnership of the team, the team leader, the team members, and the team coach together.  When the team coach gradually leaves a team, the team coaching is continued by the remaining partnership.

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

This year has seen the very successful launch of the Global Team Coaching Institute, which I lead jointly with Professor David Clutterbuck and WBECS.  There will be a new GTCI Gateway program and Practitioner program in 2021.

I will also be running a number of Systemic Team Coaching 3-day intensives in 2021.  In addition, I will be holding Advanced Retreats for Coaches and Team Coaches during June and September and programmes on Supervising Team Coaching and Transformational Coaching, all in Bath, UK.

There are also Systemic Team Coaching Certificate programmes through The Association of Executive Coaching (AoEC)

Peter Hawkins
15 December 2020
©Renewal Associates 2020   www.renewalassociates.co.uk



Announcing 27 October 2020 virtual book launch for the new edition of Supervision in the Helping Professions by Peter Hawkins and Aisling McMahon

We would be delighted if you could join us to celebrate the launch of the fifth edition of the bestselling book Supervision in the Helping Professions by Peter Hawkins and Aisling McMahon.

When: Tuesday 27th October
Time: 5:00pm – 6:30pm

Peter and Aisling will give two short presentations, followed by a Q&A hosted by one of the global thought leaders in supervision, Dr Michael Carroll.

Participants will also have the opportunity to discuss their supervision challenges in virtual breakout rooms, before returning to the wider group to direct questions to the authors.

We hope that you can each raise a glass of something wherever you are in the world to toast to the latest incarnation of this much-loved book across all the helping professions including, counselling, psychotherapy, coaching, psychology, psychiatry, social work, community work, nursing, education and the probation and prison services.

Peter Hawkins is a global thought leader, pioneer and teacher in supervision, psychotherapy, systemic team coaching, and organisational transformation, and has taught for over 40 years and in over 50 countries. He is Professor of Leadership at Henley Business School, UK.

Aisling McMahon is a Clinical Psychologist and Integrative Psychotherapist with 30 years’ experience. She works as an Assistant Professor in Dublin City University, Ireland, where she teaches on psychotherapy and clinical supervision training programmes. Aisling regularly runs national and international workshops on supervision.

Michael Carroll is a Chartered Counselling Psychologist, accredited Executive Coach and Supervisor of Executive Coaches. He has trained in, written about and researched supervision for over 30 years, both supervising and being supervised.

Please register in advance for this event:

https://mcgrawhill.zoom.us/meeting/register/u5Iocu2hpj0qGdWVcdhTl0353URCuq_mCuEl

After registering, you will receive a confirmation email containing information about joining the meeting.



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.



Announcing dates of the USA Systemic Team Coaching Diploma programme 2019/20

Now, more than ever, organizations are aiming to encourage the best performance from their teams – and enable them to respond effectively to unprecedented change and uncertainty. Systemic Team Coaching provides a richer, more sustainable transformation than other forms of team or group development.

Peter Hawkins and Renewal Associates are delighted to announce that they are bringing the Systemic Team Coaching Diploma program to the USA for the first time with dates for Modules 2-5 of the programme in New York. (You will need to have completed Module 1 before commencing the rest of the Diploma.)

  • Module 2 – 1-3 July 2019
  • Module 3 – 2-4 October 2019
  • Module 4 – 16-18 January 2020
  • Module 5 – 15-16 April 2020

The Systemic Team Coaching Diploma enables experienced coaches, organizational development consultants and team leaders to become among the most highly qualified team coaches in the field today.

One of the longest-running team coaching programmes available which has been running since 2010 in Europe and since 2016 in South Africa, this ICF-accredited team coaching training deepens your practice by supporting you in applying your learning to a live client assignment. It offers the expertise of highly experienced coaching faculty and support of an experienced, international learning community. The faculty includes leading systemic team coaches from USA, Canada and the UK.

Please see the flyer for information including dates and booking. A more detailed brochure including module content is also available.

For any questions, please contact fiona.benton@renewalassociates.co.uk

“Systemic Team Coaching is an ongoing partnership and the Masters-level Diploma helps you learn how to partner with a complex team during a coaching programme lasting 9-12 months. It provides a very rich action learning cycle with theories, practice with your learning group, applying your learning to your client project, as well as review, reflection and supervision from expert faculty.”
Professor Peter Hawkins, Chairman Renewal Associates and AoEC Honorary President

 

          



13 Crackers for Systemic Team Coaches

Introduction

Several of the systemic team coaches I supervise and work with in America, said that one of the most powerful parts of the training they had done with me was the memorable one-liners that I ‘peppered’ throughout the training.  They suggested I brought these together in a collection.  Another member of the supervision group suggested I asked my supervisees to all send in ‘the one-liners they found most helpful’.  From this I have developed the following.  I hope you enjoy them and find them helpful.  Imagine each as a message in a Christmas cracker, which for those of you not familiar with this tradition, is something that you pull open at the dinner table and inside is a small present, paper hat and a joke or motto.

  1. The team does not create the purpose, the purpose creates the team
    The best research on effective teams, shows that the most important element is having a joint team purpose that everyone recognises and can only be achieved through the team collaborating effectively together. I used to work hard helping teams create their purpose, now I realise I have to help them discover their purpose – as the purpose is already out there in their business eco-system and in the future needs of their stakeholders, waiting for the team to respond.
  2. Explore ‘future back’ and ‘outside in’
    To discover the evolving team purpose, we need to explore with the team both what the future is going to require them to step up to and what their key stakeholders are requiring now and in the future.
  3. Life sets the agenda
    Traditionally coaching emphasises being on the client’s agenda. Systemic coaching proposes that we should be neither on the client’s or the coach’s agenda but focusing on what life is requiring both parties to work on together.
  4. Never know better, never know first
    Traditional coaching also talks about leaving our experience outside the door, but I argue the clients need all of us to be engaging with their issues, but we should never know better and never know first, but once we have enabled their creative thinking, we should bring our own thinking alongside, dialogically creating new thinking, neither they or we had previously thought.
  5. Don’t tell, don’t ask: Frame the challenge, orchestrate the response
    Both Leaders and coaches, often switch between a directive ‘telling’ style and an eliciting ‘asking’ style. Team Coaches whether they be leaders coaching their own team, or external team coaches, help frame the collective challenge and then orchestrate and enable the team to respond creatively and collaboratively.
  6. Destination precedes design
    Before you can design the orchestrating and enabling process, you need to know where you and the team need to arrive by the end of the journey. Without knowing the possible destination(s) you cannot chose what vehicles you will need to get there.
  7. Start every session with purpose and outcome of this session.
    Every coaching session needs to start with some contracting to discover the joint purpose of the meeting and to explore what we need to collectively achieve together by the end.
  8. Quickly get the team on the stage with you as the animator in the wings
    neither you or them in the audience
    Team coaches can fall into the trap of creating a new hub and spoke configuration, with themselves on stage. A good Systemic Team Coach quickly gets the team actively engaged doing the work, but then stays alongside them supporting, challenging, nudging, enabling the best work possible. As part of this the coach needs to get the team to talk to each other directly and not via the coach.
  9. Coach the connections (internally and externally) not the individuals in front of the team
    Avoid coaching or commenting on individuals in front of the team, rather focus on the connection between team members and between the whole team and their stakeholders.
  10. Locate the conflict or problem in a connection/relationship not in a person or part of the system
    The first rule of conflict is to locate the issue in a connection not in a person or part of the system
  11. No such thing as an impossible boss, difficult team member, un-coachable team, just a mode of engagement we have not yet found.
    I often say this may not be true, but it is a great way to start every day, for it interrupts the ‘blame game’ where we and teams locate the problem in someone else or another part of the system. It encourages everyone to bring it back to what it is I and we can do?
  12. Design and prepare for every session but when you start be unattached to your plans.
    They say you can judge a good film by how much is left behind on the cutting room floor. Good team coaching is similar.  The preparation is important for the coach to be able to hold in mind all the many levels of the system and possible ways of approaching the team’s challenges, but when the session starts one needs to be open to what emerges in the team and between you and the team.
  13. Have fun, be creative and partner with ruthless compassion
    Team coaching is at its best when the team and the coach are enjoying it, but also when both know they are stepping up to the challenges life is presenting, and they are creating value for others as well as themselves.

 

Peter Hawkins December 2018 

Happy Christmas, Hanukah, Solstice, Dōngzhì Festival, Yuletide, Saturnalia, or December holidays.

 

I will be running Systemic Team Coaching 3-day intensives in 2019 in New York, Sydney, Beijing, Tokyo, Lisbon, Johannesburg, London, Montreal, Vancouver Island, Bucharest.  www.renewalassociates.co.uk. and www.aoec.com.