Coaching in a Week

People are often fascinated to learn that I’ve written a book. I guess it’s one of those things that most people think about doing at one time or another. I’m often asked, “Which Literary Agent did you use?” or “How long did you have to spend on the Writer’s Training Courses you see advertised in newspapers?”

The truth is that I discovered that ignorance can indeed be bliss. Or, more accurately, obstacles that you do not know exist don’t hold you back.

I’ve always been an avid reader of business books and had built up quite a number from Hodder and Stoughton’s “Success in a Week” series. I had Project Management in a Week and Time Management in a Week and I knew there were dozens more titles too. I did notice though that there was nothing on coaching in the series.

I could do that, I thought. I wonder who I should talk to. Not realising that there were even such things as literary agents, etc. I did the simple thing and phoned Hodder’s main switchboard and asked to be put through to someone who would let me write a book on coaching. I was handled with great sensitivity by the switchboard operator who I’m sure gets hundreds of such calls from crack-pot, would-be authors and eventually found myself talking to a commissioning editor.

He suggested that I write a synopsis and a sample chapter and they’d take it from there. I said I’d do that and then went and looked up synopsis in my dictionary.

To cut to the chase, they liked what I produced and I got the gig. I wrote Coaching in a Week over a 6 month period whist juggling the day job too. I’ve since gone on to write three more and they’re all available from my website and all good booksellers (always wanted to say that)

Getting the go ahead to write my first book was a great lesson on the power of taking action and just doing something to get started, I encourage all my coaching clients to similarly take first steps.

By the way, if you’re ever in a bookshop in North East England and you see a little old lady pulling my books to the front of the shelves, leave her alone. That’s my Mum and she’s doing a fabulous job!

To me, to you...

As those of you who have attended my programmes will know, I consider the development of high-performing, work-based teams to be coaching’s greatest challenge. The doubts, fears and confusions around which we coach individuals are magnified and multiplied in teams by the nature of the relationships amongst its members.

There is more to coaching in teams than I could (or should) ever cover in a short article, so for now let’s just highlight some of the common pitfalls.

Creating ambiguous goals

Some team members will be concerned with quality: doing the best job possible. Other team members will be concerned with output: getting the job done at speed. Some team members will simply be concerned with outdoing another team and some team members will not be concerned with anything.

It’s hard to reconcile these differing views in terms of ‘right’ and ‘wrong’ but we must use coaching to find out individual drivers and motivations and then to get agreement to a common set of team goals. It may be impossible to get consensus on what the goals should be, but individuals will subordinate their individual views in favour of team goals if they can see the rationale.

Failing to deal with moving goal posts

It is naive in the extreme to think that goals won’t change. Shifting goal posts is as much a part of working life as dodgy coffee and pointless meetings. The job of the team coach is to acknowledge the frustration that changing goal posts causes and then to refocus the team on processes as quickly as possible. Let me explain. Whether the goal is to sell one hundered widgets or two hundred it can only be achieved through the process of good client relations and product knowledge. Whether the goal is to deliver the project by the end of June or end of March, it’s about the processes of planning, monitoring risks and dependencies, securing sign-off and so on.

Over communication

I participated in countless staff surveys in my corporate life and there was never a time when the results didn’t indicate dissatisfaction with communication. The management response to this was invariably to do more communicating; more memos and emails, more meetings and quality groups, more pamphlets and brochures. This usually was counter productive because what was needed was not more communication but better communication.

This means enough communication to get the message across and then leaving people to get on with it. Too much communication creates ‘white noise’, It also creates confusion and sees the team wasting energy explaining it all to each other.

Dealing poorly with changes in team membership

Most people know Tuckman’s model of team development and its four stages of Forming, Storming, Norming and Performing. Less well known is the fifth stage of Mourning. In other words dealing properly with the upset even the best performing teams experience when the make up changes. People can quite literally ‘mourn’ the previous set up. Ironically, where our team coaching has been successful and we have created a close-knit, high performing team, such losses can be felt most keenly.

Where possible I recommend that people be allowed to move on from a team gradually rather than suddenly. This gives everyone a chance to adjust and enables the knowledge of the departing member to be disseminated to those that remain. A similarly careful approach is needed when inducting new team members so everyone can forge new relationships and move on from “It’s not the same now that Johnny isn’t here”.

Not valuing diversity

Talk of diversity these days tends to focus on age, gender, race and the whole equal opportunities agenda. But here I mean the diversity that comes from having a team made up of people with different strengths and weaknesses. A team with a wide range of talents and abilities that can come to the fore when facing different challenges. A team of University graduates will face every problem like….University graduates. A team with as many GCSEs in woodwork as PHDs in Engineering is likely to be more flexible, creative and innovative.

Most work teams achieve their targets with some degree of success or they would be disbanded, but they fail to really achieve their potential because they are not coached beyond the Storming and Norming stages where so many teams get stuck.

Where on Earth are my team?

Firstly, let’s establish what we mean by a virtual team. It is:

• A collection of people physically separated by location and/or time
• A network of people who are able to work together and interact using advances in technology
• Often temporary, consisting of people with a range of skills and experiences who work in different locations to achieve a specific task in a set time period
• Rarely 100% virtual and may sometimes meet

Virtual teams are proving to be a great way of meeting some modern business challenges. While organisations have always operated in different locations, people are increasingly being asked to work together across locations and share responsibility for a product or result. Global corporations have emerged, spanning a range of industries or services operating globally 24 hours a day, 7 days a week on different continents and across time zones. Customers’ higher expectations mean that the pressure is on to deliver products to market often within tight deadlines. Relationships with customers, suppliers and stakeholders are increasingly based on co-operation and collaboration and strategic alliances and partnerships have become more common.

This means that knowledge is undoubtedly key and possibly the most important resource for our new economy. When organisations downsized in the 80s and 90s they lost a lot of their knowledge and it’s happening again now. Knowledge management thus becomes crucial to meet the challenge of tackling the complexity of today’s products and product cycles. While knowledge will always be a source of power, the emphasis now is on sharing what we know both within the whole organisation and, where appropriate, with others, rather than keeping it to ourselves. But, of course, knowledge is only useful if we can do something with it.

So virtual teams are a great way of disseminating k knowledge in the complex world of work today, but there are many challenges in coaching such teams to work effectively, not least of which is managing the almost inevitable cultural differences that will exist in a team comprised of people from different locations or organisations. People from different countries and cultures will have their own view of the world and ways of doing things. When setting up a virtual team it’s easy to overlook this and end up unknowingly causing offence. All cultures and complex and it’s so easy to generalise and make assumptions with little or no evidence to back them up. When working with different cultures it pays to stand back and consider any assumptions you are making. Check them out and, if necessary, make adjustments.

If the team is to be successful, it really does pay to meet face to face at the start. This enables the team to:

• Get to know each other and build relationships
• Talk through the project and work out the best way of tackling it
• Set ground rules and agreed ways of operating
• Agree on ways of communicating and the technology to be used
• Carry out any necessary training
• Plan the next steps

Whatever the financial and logistical difficulties, it’s worth making the strongest possible case for a face to face meeting and for everyone to try to attend. High performing teams work at high levels of trust and the team members will have a hard time trusting each other if they have not met.

If a meeting is not possible try a combination of email and web or video conferencing. In the early stages put your efforts into getting to know each other socially rather than focussing totally on work. Be prepared to raise the subject of trust, discuss what it means and work at getting a common understanding. Coach for involvement from all team members to increase the chances of trust developing.

In the absence of the regular social contact associated with conventional teams, look for other ways of promoting team development and relationship building. Ideas include:

• Working out ways of sharing when people are available and their contact information
• Talking to each other outside of formal meetings
• Varying the communication tools used
• Allowing for, and accepting, cultural differences

Don’t fall into the trap of believing the challenges of working with a virtual team can be solved by technology. It’s people that make for successful teams, not computers. Your contact with each other may be remote but always remember that you are dealing with human beings who have feelings, needs, hopes and aspirations. Treat people with respect, involve them, take care with your communications and don’t be afraid to ask for feedback. Don’t operate in virtual teams in ways that would be unacceptable if everyone was in the same room. Try to avoid an over reliance on email and pick up the phone wherever possible.

Never underestimate the power of a simple thank you. Not only when things are going well, but also in the difficult times. It’s so easy to feel isolated in a virtual team.

Time to delegate?

On our coaching skills training course we discuss a well known communication spectrum that considers the pros and cons of “telling” and one end and “delegating” at the other.

There are other points on the spectrum too such as “selling” – communicating through persuasion and “consulting” – communicating through discussion.

Poorer managers tend to “stick or swing” i.e. stay with one method irrespective of what’s happening or go from one extreme to the other leaving their teams bewildered and unable to identify what sort of boss they have.

Coaching managers on the other hand take a performer centred approach. i.e. moving up and down the spectrum as required by the needs of the coachee. In this way they ensure that they give just the right amount of help at the right time; using their experience wisely.

The added benefit of this approach is that they remain in close communication with the coachee. People who are coached in this way tend to learn and improve much faster as they construct their own understanding in their own way.

Recently some course participants have revealed how difficult they find it to delegate. It appears they fear losing control and the consequent recriminations that will come their way if things don’t work out.

“Telling” appears attractive because the manager retains control but there is no involvement or commitment from the coachee. “Delegating” hands over control to the coachee which is perhaps a step too far.

The beauty of the coaching approach is that both coach and coachee have control. The coachee has control because they choose the way forward. The coach has control because they know exactly what is to be done.

Through coaching, the coachee is making choices with high awareness and is 100% responsible. The coach, in hearing the details of the coachee’s plan, gains confidence in their intention to carry it out and has the opportunity to check it out against any rules or constraints.

Coaching is therefore the best approach to delegation because it caters for the concerns, expectations and experience of the coach and respects the need of the coachee to be properly involved, utilising their experience, knowledge and skills.

Wish I'd done that coaching course

I’m posting this because we are about to finalise our arrangements for our next coaching skills training course on 18th-19th October 2011.

We need to close off this booking with the conference venue by noon on 14th October 2011.

We’ve been accepting bookings for these dates for as long as we can as we know these things can take some time to organise, but we are running out of time.

We are not certain whether we will be offering further dates this year as we are busy with our in-house programmes and other coaching activities.

So, if you’ve been thinking about attending, now is the time to act.

The quickest and easiest thing to do is to book and pay online at:

http://www.mattsomers.com/pages/open-programmes.htm

IF YOU ARE NOT ABLE TO PAY ONLINE OR WOULD LIKE TO DISCUSS MULTIPLE BOOKINGS PLEASE CONTACT US IMMEDIATELY ON 01429 839266 OR AT info@mattsomers.com 

This is not just some promotional ruse, we just want to get our arrangements finalised. This is genuinely the last chance for these dates.

To participate please go to

http://www.mattsomers.com/pages/open-programmes.htm

You’ll be glad you did

Kind regards

In December 2010 I presented my talk “The Gift of Coaching” to managers and other leaders at Sage plc.

People attended because they were wrestling with common problems:

• How do I motivate my team?
• How do I help my people manage in these tricky times?
• How can I challenge difficult behaviour?
• How can I make sure this organisation survives and prospers?

I presented a number of coaching principles to provide answers

• How to play the inner game
• Solving the Coaching Equation
• Reducing interference
• Coaching with Focus
• The Three Principles of Coaching
• The need for action

The session was captured on video and I want to make it available to a wide audience.

We are trialling a new download system which means we can offer the video for free for a limited time. Once we have to pay for the download system we will have to charge for the video to cover our costs.

Click here to register for your free copy

Happy coaching!

Day 2

If you’d like to achieve the same results in just 2 days out of work then join us on the 4th-5th October 2011 at Blackwell Grange, Darlington.

when we’ll be running Coaching at Work, our face to face training programme specifically designed to help managers motivate their people to higher levels of performance.

Full course details can be found at:

http://www.mattsomers.com/pages/open-programmes.htm

We limit places on our course to just 12 people, so please go immediately to:

http://www.mattsomers.com/pages/open-programmes.ht

m

where you can find out more.

Best wishes

Are you really going to write that on your evaluation?

Not long ago I posted some information about our forthcoming coaching skills training event – Coaching at Work.

 In case you were thinking of attending, I thought you might like to see some feedback from our last couple of events:

I have learnt lots from this course which I can use in both work place and personal life. I believe coaching is applicable to everyone regardless on level and responsibilities. The course kept me interested at all times. Lots to go away and think about.

Lindsey Mitchell, HSBC

I have been to many courses – a bit of an addict really – but I can honestly say I didn’t experience one boring minute. Really outstanding as it feels fresh and surprising even to someone who’s been to loads of courses/workshops & it proved to me that I could change/expand. I really would recommend this course 100%. It can only help & certainly cannot hurt any manager appropriate to the organisation and culture.

Marjorie Newson, British Library

I have thoroughly enjoyed all aspects of the course and would recommend anyone concerned with coaching to attend.

Having had no coaching experience I found the pace of the course ideal.

Ken Bell, Lucite International

The mix and match between “classroom” and “physical” activities was great as it brought the theory to life in a fun way. Thoroughly enjoyed the course, I have a lot to practice. Thank you.

Lynn Judd, Scottish & Southern Energy

Approached the course with some trepidation but far exceeded my expectations. A refreshing change from other training programmes. Will definitely put the skills and knowledge into practice. Thank you

Allison Young, University of Sunderland

Don’t know what you’re doing to our member of staff but she practically ran into work this morning, clicked her heels and said ‘bring it on’…Fantastic….Thanks……Chris

Chris Reed, Three Rivers Housing

Very useful and interesting course. Rare to attend a 2 day course which maintains your interest throughout the whole course. Learnt some techniques which I will be able to use and benefit from at work.

Kevin Oxborough, Yorkshire Homes

Our next course runs at Blackwell Grange, Darlington on the 18th-19th October 2011.

For full details and for special bonuses for booking and paying online visit

http://www.mattsomers.com/pages/open-programmes.htm

Spaces are limited so please act quickly to secure your place.

Go now to:

http://www.mattsomers.com/pages/open-programmes.htm

The people you just read about are glad they did and you will be too!

Look forward to seeing you there.

Delegation

On our coaching skills training course we discuss a well known communication spectrum that considers the pros and cons of “telling” and one end and “delegating” at the other.

There are other points on the spectrum too such as “selling” – communicating through persuasion and “consulting” – communicating through discussion.

Poorer managers tend to “stick or swing” i.e. stay with one method irrespective of what’s happening or go from one extreme to the other leaving their teams bewildered and unable to identify what sort of boss they have.

Coaching managers on the other hand take a performer centred approach. i.e. moving up and down the spectrum as required by the needs of the coachee. In this way they ensure that they give just the right amount of help at the right time; using their experience wisely.

The added benefit of this approach is that they remain in close communication with the coachee. People who are coached in this way tend to learn and improve much faster as they construct their own understanding in their own way.

Recently some course participants have revealed how difficult they find it to delegate. It appears they fear losing control and the consequent recriminations that will come their way if things don’t work out.

“Telling” appears attractive because the manager retains control but there is no involvement or commitment from the coachee. “Delegating” hands over control to the coachee which is perhaps a step too far.

The beauty of the coaching approach is that both coach and coachee have control. The coachee has control because they choose the way forward. The coach has control because they know exactly what is to be done.

Through coaching, the coachee is making choices with high awareness and is 100% responsible. The coach, in hearing the details of the coachee’s plan, gains confidence in their intention to carry it out and has the opportunity to check it out against any rules or constraints.

Coaching is therefore the best approach to delegation because it caters for the concerns, expectations and experience of the coach and respects the need of the coachee to be properly involved, utilising their experience, knowledge and skills.

Do you know how to achieve results through others?

Like it or not, we live in a target driven culture and few people are spared the stress of goals, objectives, KPIs or whatever raining down on them like never before.

Such targets are typically tough to meet and tend to increase year on year.

In any kind of management role the challenge will be greater still because you’ll have to motivate others to perform in order to achieve your targets.

If you want to discover how you can dramatically increase your ability to achieve results through others, then I urge you to grab your diary and score out the following dates:

18th-19th October 2011, Blackwell Grange, Darlington

when we’ll be running Coaching at Work, our face to face training programme specifically designed to help managers motivate their people to higher levels of performance.

It’s only two days away from the office but you’ll return refreshed and invigorated and full of new ideas. You’ll team will notice a difference immediately.

You can read more at:

http://www.mattsomers.com/pages/open-programmes.htm

We limit places on our course to just 12 people and right now only 8 places are remaining. If you think you might want to be one of the 8, please go immediately to:

http://www.mattsomers.com/pages/open-programmes.htm

where you can find out more.

Best wishes