How can you create effective coaching programs for teams?

There are a ton of tools out there and many of them won’t tell you what you want to know. Why? It’s an outside view to an inside problem. Assessing team needs is not a process that is accomplished alone. You don’t want to uncover it alone and you shouldn’t have to. Listen to your people and gets lots of feedback. They know what works and doesn’t. Many times, better than you. A coaching program is a delicate process. It can be extremely successful when you gain agreement and buy-in first; not after it's already been implemented.

1 (incontournable) : conna?tre avec la plus grande précision possible les besoins de l'équipe. 2 : conna?tre et comprendre l'écosystème dans lequel l'équipe évolue. 3 : comprendre les buts de l'entreprise dans le coaching d'équipe. 4 : comprendre si l'équipe et ses membres sont alignés avec ces buts. 5 : mettre en place une stratégie de coaching sur mesure en utilisant des outils adéquats et diversifiés. 6 : laisser l'équipe évoluer en soutenant les prises de conscience individuelles et collectives. 7 : ne pas apporter des "solutions". Questionner les membres de l'équipe pour que les solutions émergent de leur propre travail d'approfondissement et de génération d'idées nouvelles out of the box.

This quote is revealing: "...identify the gaps between where your team is and where they want to be..." Why revealing? Not because it suggests the commonly used method of a gap analysis. Instead, the quote carries with it the assumption that team members have clarity about "where they want to be" as a team. Fact is, they may not know where they want to be. Worse yet, some on the team may not care about disturbing the status quo! Therefore, don't attribute desire or intention where none exists!

L'équipe est une entité en soi avec ses caractéristiques, ses besoins, ses valeurs et ses croyances, et un environnement spécifique. Elle est aussi le résultat des dynamiques qui se créent entre les membres en tant que personnes individuelles. Le coach d'équipe doit sonc tenir compte de cette "double nature", car l'équipe aura des besoins en tant que telle, et chaque membre aura aussi des nécessités personnelles dans les dynamiques collectives. Comme dans tout coaching, un goal setting solide est nécessaire, ainsi qu'une compréhension de la motivation intrinsèque et extrinsèque des membres. Comprendre quel sera l'impact concret de l'atteinte des buts sur le quotidien de l'équipe est crucial et l'écologie de la démarche est incontournable.

Look for the largest gaps between where the team is and where they want to be AND where increments of improvement will have the greatest positive impact.

With team coaching it is critical to clarify who owns which objectives/outcomes. This clarity will improve coaching outcomes.

Clearly define and frame outcomes and objectives using SMART + VOW Framework. This stands for Specific, Measurable, Achievable, Realistic, Time-bound, Vision (how the goal relates to Vision of company), Objective, and WIIFM. This helps the Team members understand how they impact the outcome and objective and the benefits they get for contributing and committing to the coaching process. Schedule regular review and revision sessions to check for progress and make adjustments where needed. This also would include coaching for problem solving, roadblocks, or other difficulties to help the Team stay on track. Keep all members apprised of changes and progress. Communicate regularly needed information, and share tools where needed.

Wichtig ist hierbei, dass Ziele nicht vorgegeben oder diktiert werden. Es geht vielmehr darum im Miteinander klare Ziele zu definieren. Bestenfalls so, dass sie motivierend sind und Mitarbeiter / das Team eine pers?nliche Verbindung zu diesen hat. Die Kommunikation und Beziehung ist von elementarer Bedeutung für die Team-Dynamik und -Performance. Darüber hinaus sollten neben den Zielen & Ergebnisse auch etwaige Konflikte oder Herausforderungen klar benannt werden. Für diese gilt es tragf?hige L?sungs- & Umsetzungswege zu erarbeiten...

Tools are always secondary. Consider the outcomes, needs and preferences of those you’re coaching, then select the tools as appropriate. Also, get familiar with your tools so you don’t have to prepare to use specifics for 100% of your time - you can select the most appropriate method when you are in the session and further understand the requirements.

Die Kombination von Gruppen- & Einzel-Coaching ist sehr effizient. Hier k?nnen diagnostische Ans?tze sehr hilfreich sein, um das Miteinander unter Beachtung der individuellen Pers?nlichkeitsprofile zu st?rken. Das Vorgehen hat sehr positive Auswirkungen auf die Team-Performance und den Zusammenhalt im Team. Individuelle St?rken k?nnen zielführend genutzt werden.

Wichtig ist hierbei den Prozess und die Entwicklung fortlaufend zu überprüfen und den Ablauf ggf. anzupassen. Ziele k?nnen sich auf dem Weg ver?ndern. Es k?nnen sich auf dem Weg (neue) Herausforderungen oder Konflikte zeigen. Auf diese gilt es angemessen zu reagieren. Es braucht einerseits einen festen Rahmen & eine klare Zielsetzung, anderseits ist ein offener und auch flexibler Umgang gefragt. Es kann an dieser Stelle auch der Umgang mit Ver?nderungen thematisiert und zielführend eingebunden werden.

Absolutely vital in my experience. Part of the PDCA cycle, to allow for broader learning. I always ask for feedback, as well as a simple score (NPS style) of 0-10, to allow a clear metric for each workshop. Reflect on the feedback of those that attended, and remember to include your own thinking and reflections. I find it handy to take a couple of in-session notes when I notice specifics that work well or could be better. ALUO is a fab tool to reflect post-session, focusing on Advantages, Limitations (posed as a ‘how to’ question), Unique aspects of the session, and how to Overcome the Limitations next time (answering the L questions posed). Celebrate successes and keep being fabulous ????

J'organise toujours un atelier de cl?ture pour faire le bilan de ce qui s'est passé, du chemin parcouru, vers quoi chacun a progressé et bien s?r collectivement. Et j'ouvre sur comment l'équipe va continuer ce chemin sans le coach.

Hier ist eine ehrliche, fundierte & realistische überprüfung gefragt. Es sollte nicht zentral stehen nur die positiven Ergebnisse festzuhalten, sondern gerade auch die Entwicklungsfelder oder auch Schw?chen. Nach diesen sollte gezielt gefragt werden.

We know that employees who have good friends or connections at work are much more likely to be engaged, trust their teammates, and stay longer at a company. Employees who are isolated with no real connections are much more defensive, harbor negative emotions, and have difficulty trusting their teammates. We can’t force two people to become best friends instantly, but we can easily create many opportunities for people to develop perceived connections by being more transparent, asking for feedback, learning about their development goals, and caring about their overall wellbeing. This will allow people to begin to put down their defenses and start to actively convert perceived connections into real connections as they support each other.

You must use your experience and focus on how it needs to flow to make sense. Here's sharing for generating newer thoughts.. Frankly I had created one for teams years ago which started with Self Awareness, because that has to be the first. You must know how you think, speak and do things. From there it was about understanding others, building relationships moving on to communication and then to conflict management with inputs on Mindfulness and Stress Management on the way. I could do it because I had done it all myself. I had passed through years practicing all these while moving forward in time and those intuitive stories from my own life had made it a very effective programme. ..

Unlock your team's full potential with effective coaching programs! Here's how to get started. Assess Team Needs: Understand your team's strengths, weaknesses, and goals. Tailor your coaching program to address specific areas for improvement and align with overall objectives. Interactive Workshops and Activities: Incorporate interactive workshops, group activities, and real-life simulations to engage team members and reinforce learning. This hands-on approach can enhance retention and application of coaching concepts. By assessing team needs and incorporating interactive elements, you can create coaching programs that inspire growth, collaboration, and success for your team.

One effective way is to instill the responsibility among team to achieve the objective of the organization. When working for one objective, the team puts collective efforts for the benefit of organization and they remain unbiased.

De acuerdo con mi experiencia los dos aspecto básicos para crear programas efectivos de coaching son entender las necesidades y definir objetivos realistas, alcanzables y medibles. El secreto para estos dos puntos está en escuchar y comprender.