Archive for Team Performance

Keeping global teams focused and engaged…

There’s a big emphasis currently on a growing challenge – managing remote teams and keeping them focused and engaged. Global teams have the potential to help organizations reach new markets and provide a seamless brand experience for customers across the world. But for them to work well, team leaders need to make sure all members feel connected and engaged, regardless of their location or culture.

How can we make global teams work more effectively? The further apart we are, the closer we need to be – and feel. Remote leaders and disparate teams, once unusual, are now commonplace. The international perspective of even smaller businesses, allied with new technologies, has made it necessary to work collaboratively across distributed teams.

However, at Sheridan Resolutions we think that too many organisations focus their efforts on the processes of making global teams work, but take for granted the management practices required for success. It’s important to put extra effort toward managing what remains an essentially human challenge. A move towards team-based leadership, particularly when teams are distributed, usually requires a careful and clear focus on coaching new leadership styles.

Distributed team members need to have sharp antennae around how and when to relinquish control and, in so doing, show extra respect for the differing perspectives and approaches of those who work for them. This helps to keep all members of the team motivated.

Keep looking at our blogsLinkedIn and twitter for more details on this and other subjects and at our website – www.sheridanresolutions.com.

And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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Teams need both individual and collective impetus

There’s a lovely lead article in this week’s Sheridan Weekly about team development. For teams to become more than the sum of their parts, it says, effective team development requires the nurturing of both individual and collective skills, as well as behaviours and attitudes beneficial for team dynamics, cohesion and trust.

Collective and individual development needs to be aligned and synchronised. Team performance increases when individual members are progressing, while collectively working towards a team development.

This very much echoes the themes of our recent Sheridan Resolutions Breakfast Summit Series on Team Coaching, aimed at HR thought leaders and senior business decision-makers – and a forthcoming paper on the subject.

Keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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The growing importance of Team Coaching

Here at Sheridan Resolutions, we’ve been very excited for some time about our 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. The first of these, earlier in April, dealt with Team Coaching, particularly focusing on helping senior teams to work more effectively together.  This subject is clearly emerging as major source of interest for clients.

The excellent speaker at the event was Ty Francis, an expert on the concept of systemic team coaching. Ty pointed out that one of the issues in this emerging field related definition. The latest research from Henley Business School has identified 15 different definitions of team coaching by leaders in this field – flagging difference in the purpose, objectives, scope, application and orientation of team coaching, as well as differences in understanding the coach’s remit, focus and required capabilities.

It’s also important to understand the difference between team coaching and systemic team coaching. The former is a process of raising a team’s level of awareness of its functioning, while equipping the team to change its behaviours in a way that is more focused collectively, in service of higher performance. The latter addresses the connections between teams, helping to develop collective leadership to more effectively engage all stakeholders in the joint transformation of the business.

The breakfast went into depth on the growing importance of team coaching and received excellent feedback from those who attended for a clear understanding and set of ideas as to next steps. We want to share this knowledge for this and future events, so for each event in the Sheridan Resolutions Breakfast Summit Series we will also produce a Thought Leadership Paper to help reinforce key learnings, as well as using it to stimulate wider discussion on each topic.

The “Team Coaching” paper will become available in the coming weeks so keep looking at our blogsLinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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The growing power of team coaching

At Sheridan Resolutions, we’re very excited about our forthcoming 2019 Breakfast Summit Series aimed at HR thought leaders and senior business decision-makers. The first of these, later this month, will deal with Team Coaching, particularly focusing on helping senior teams to work more effectively together. The key speaker at that event will be Ty Francis, an expert on the concept of systemic team coaching.

Team coaching is so important – it involves a single coach working with a group of managers or executives. This gives members of the group the opportunity to stretch beyond their current abilities. And by partnering with the team in the context of its everyday work challenges, the coach can introduce new ideas and see opportunities to improve team performance as a whole. One aspect of this, better collaboration, is featured in today’s Sheridan Weekly.

Team coaching is on the increase. It can be confused with team facilitation, offsite away-days, etc. We want you to have a clear set of practical ideas as to next steps. So for each event in the Sheridan Resolutions Breakfast Summit Series we will also produce a Thought Leadership Paper to help reinforce key learnings, as well as using it to stimulate wider discussion on each topic.

Keep looking at our blogs, LinkedIn and twitter for more details. And don’t forget to Sign up Here  for the Sheridan Weekly. It’s free and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

 

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Taking team or group decisions, by David Clutterbuck

The Abilene effect (where a solution is adopted that no-one really favours, but no-one feels sufficiently opposed to, to go against the majority) happens remarkably frequently, even in high performing teams. It is actually quite easy to prevent, with the use of a simple procedure.

The starting point is to discuss the question: “What are we trying to achieve with this decision?” Or, to put it another way, “How does this decision align with our collective purpose?”

The second step is the question: “What are the key criteria we should apply to this decision?” There may be some disagreement, but it is normally possible to identify a small number of factors that everyone agrees are important. Issues that are important only to a few people are captured as a separate list.

The third step is to define clearly the alternative ways forward. If there are no alternatives, this may be a sign that the issue has not been given enough consideration. On average, a decision based on two or more alternatives is more than half again as likely to be seen positively in retrospect, than one without any alternatives.

Now, taking each alternative in turn, everyone scores the items on these two lists, using the same scale, in answer to the question: “To what extent would this solution meet each of these criteria?”

Sharing the scores gives a reasonably accurate picture of the spread of opinion and why people are minded more towards one solution than another. It also increases the chances that potential downsides of each of the alternatives are brought into the open and discussed, so that the team can install appropriate contingency measures. And it makes sure that minority views and information held by only a few members are acknowledged and taken into account.

It may sound time consuming – and it is. But even more time consuming is unravelling poor decisions. In deciding whether to use this approach on a decision, therefore, one further question is helpful: “What is the potential cost (in times of money, time, energy and so on) of getting this wrong?”

Lastly, the backstop question: “How confident are we that this is a good decision?” If team members are unsure, but still trying to maintain a sense of unity, an honest response here will enable the team to dig more deeply until there is genuine agreement.

Those six key questions again:

  • What is the potential cost (in times of money, time, energy and so on) of getting this wrong?
  • What are we trying to achieve with this decision?
  • What are the key criteria we should apply?
  • What alternatives are we looking at?
  • To what extent does each solution meet the criteria?
  • How confident are we that this is a good decision?

 

Professor David Clutterbuck

Coaching and Mentoring International

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How to make global teams work effectively

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How can we make global teams work more effectively? The further apart we are, the closer we need to be – and feel. Remote leaders and disparate teams, once unusual, are now commonplace. The international perspective of even smaller businesses, allied with new technologies, has made it necessary to work collaboratively across distributed teams.

However, too many organisations focus their efforts on the processes of making global teams work, but take for granted the management practices required for success. It’s important to put extra effort toward managing what remains an essentially human challenge. A move towards team-based leadership, particularly when teams are distributed, usually requires a careful and clear focus on coaching new leadership styles.

Distributed team members need to have sharp antennae around how and when to relinquish control and, in so doing, show extra respect for the differing perspectives and approaches of those who work for them. This helps to keep all members of the team motivated.

Sign up here for the Sheridan Weekly

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions.

Email caroline@sheridanresolutions.com

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How to help teams burn bright (and not burn out)

How do you get your teams to do more – and not burn out? There are metaphors that teams under pressure tend to use. These are usually about moving faster i.e. “getting ahead” or “staying ahead” or, less positively, about “running to stand still”. It’s not surprising, therefore, that the first response to a challenge faced by many teams is to speed up and run faster.

It may feel counter-intuitive, but the leap to a new level of team performance starts with understanding that what is needed is not to speed up, but to slow down and let go of some of the “move faster” language that is the driving force of individual career ambitions.

The way we think about our development tends to be framed in this way. So if we want the team to take on more challenges, our lead article shows, then it’s time to swap “ego-drive” for “co-drive”. Co-drive requires that you momentarily forget all about yourself — and instead focus on others. It means understanding that you have already proven yourself and that your job is to help those around you perform.

Don’t forget to Sign up Here  for the Sheridan Weekly. There is no cost and you can unsubscribe at any time.

Caroline Sheridan, Chair, Workplace and Employment CMC group and Founder of Sheridan Resolutions

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