Team coaching: Practici şi modele (1)

Abordarea echipei ca sistem permite creşterea gradului de conştientizare a relaţiilor între membrii echipei precum şi a intenţiilor acestor unii faţă de alţii şi faţă de scopul comun. Astfel, sistemul îşi este revelat lui însuşi, fapt ce duce la o mai bună cunoaştere şi, ca urmare, la îmbunătăţirea funcţionării lui. 

Coaching-ul sistemic facilitează alinierea obiectivelor, creşterea încrederii în interiorul echipei, aprecierea diferenţelor între membrii, reduce comunicarea toxică de tip agende ascunse şi politici divergente, are o contribuţie majoră la dezvoltarea şi consolidarea unei culturi organizaţionale orientate pe performanţă şi care foloseşte mai bine inteligenţa emoţională, socială şi cognitivă a membrilor ei.  

Chestionare de clarificare a rolului fiecărui angajat în echipă: cu MBTI, DISC, LSI (Human Synergistics) sau alte instrumente de evaluare.  Oamenilor le place să primescă profilul rezultat – Creator, Explorator, Promotor, Organizator etc. – şi sunt interesaţi să conştientizeze nevoile de dezvoltare ale tuturor celor din echipă, astfel că aplicarea unui astfel de chestionar atrage şi coeziunea echipei prin suportul reciproc acordat unul altuia în îmbunătăţirea unor aspecte ale activităţii fiecărui membru.

Chestionare pentru determinarea nivelului energetic şi emoţional al echipei (de exemplu Belbin) astfel încât se combină coaching-ul echipei ca sistem cu coaching individual pentru membrii echipei. Un astfel de program se desfăşoară timp de 12 luni, câte o sesiune de team coaching pe lună, urmată de fiecare dată de sesiuni scurte 1:1, pentru a clarifica planul de acţiune al fiecărui membru.

Interviuri individuale şi evaluări de tip Personal Profile, urmate de coaching cu echipa pentru stabilirea unui plan de acţiune şi a rolurilor specifice fiecărui membru. În paralel, coaching individual cu managerul echipei pe măsură ce se înaintează cu implementarea planului decis împreună cu echipa. Evaluarea permite şi familiarizarea şi folosirea unui limbaj comun, fapt ce facilitează înţelegerea mai bună a situaţiei prezente, precum şi a alegerilor ce se fac privind dezvoltarea viitoare. Procesul durează 4-5 luni, şi e urmat de follow-up de cca 2 luni.

who I am - a "fairness opinion"

I am my fair Lady.

MB

Of course, we smile.

(both - who write and read)

but it is a kinda specific assertiveness:

I didn't say "a fair"; by "my fair" I state

I am in charge of myself, aware and trustful -
and joyfully working.. a living (sic).

Hm. Eliza Doomore :))

Because it is.. l o v e r l y!

http://www.youtube.com/watch?v=T-2CnRuk6Nk

”Fairness” is a word with mainly positive meanings*:

pleasing to the eye or mind 

especially because of fresh, charming, 

or flawless (as "being in the flow") quality, 

clean, pure, fine, clear, ample, 

marked by impartiality and honesty 
(free from self-interest, prejudice, or favoritism)
conforming with the established rules,
consonant with merit or importance,

open to legitimate pursuit, attack, or ridicule,

free of obstacle, adequate, 

favorable to a ship's course,

"being such to the utmost".

(in banking there is the term fairness opinion**)

I could not use ”good” instead of ”fair”.

Goodness is the God's skill :)

As human beings, fairness is our pathway

in His garden.

  * http://www.merriam-webster.com/dictionary/fair

** Deloitte Corporate Finance LLC (DCF):

”One way boards can demonstrate fulfillment of their duties, 

when considering a transaction, 

is by seeking fairness opinion services 

from a trusted and independent advisor such as DCF.”

Well, taking into consideration this statement we may say
that in the very work of coaching,

considering the transformation (goal) client wants to achieve

as a ”transaction”: is it worth to ”buy” this new me? 

A coach is a support for a fairness opinion of your own.

(a trusted and independent observer of the process, 

of the ”dealers”, and the ”goods”).

I am a coach. A fair one :)

“What do you really want?” Tim Gallwey (3)

(last part)
http://coaching2success.blogspot.ro/2013/01/what-do-you-really-want-tim-gallwey-1.html 
http://coaching2success.blogspot.ro/2013/01/what-do-you-really-want-tim-gallwey-2.html

8.    There is a focus on coaching skills management. How is it different from leadership skills management?

a.     I don’t know of an essential difference.

9.    How could be coaching applied in an educational system to prevent reinforcing Self 1 and to strength Self 2? Is it a matter of a right age?

a.      I believe that in general, the priorities of education could be changed from teaching subject matter to creating a love for learning in the given subject.

                                                             i.     The problem with the traditional reward system is that students who don’t know are made to feel bad about not knowing. Then they identify themselves as stupid and live up to their low expectations of themselves. This keeps them from inquiring and wanting to learn.

                                                          ii.     If it were considered a strength to know when you don’t know or understand, self-judgment could be greatly decreased and self 2 learning increased. 

10.    In your book “Inner Game of Work” one of the most important aspects is mobility. You assert:”A person who recognizes the importance of mobility is not satisfied with being in any flow, it must be in the flow of their choice, heading where they want to go.” On the other hand you do agree with Mihaly Csikszentmihalyi  in his description of performance as a ”flow state”. Did you mean ‘being in the flow’ is not the only stem of Self 2 at work?

a.     “Flow” describes the way of working, but not the direction or goal.  Self 2 is content when the end of working and the means of working are aligned.

11.    You work with Sir John Whitmore, Alan Fine and Myles Downey in developing Inner Game and GROW model. In a recent post on his website, Mr Downey wrote: “No one has the right to define coaching, at least not in the sense of how it is done – a particular model or approach.” What is your opinion on this aspect?

a.     Note: The first sentence is not really true and might be best to omit it.

b.    I work with Myles Downey on the development of an electronic coach (see theinnergame.com) and believe I understand what he means.  There is no individual or body that has authority over the coaching profession. This is the beauty of where the coaching profession is at right now.  It’s an emerging profession that is not fully defined.  Therefore there is lots of room for experimentation  It is ultimately the coaches that will succeed in defining coaching by their actions.  This is a big responsibility.

12.    If you it will be now the moment you start writing Inner Game. It will be “Inner Game of…”what? What would be different? 

a.     The Inner Game of Stress was published in 2010.  There would not be too much new.  Perhaps I could write a companion book to the Inner Game electronic coach, about how people could get the most out of it. 

13.    In the last 10 years people’s ways to communicate have changed dramatically. Are you planning a new book on the issue – Inner Game of Social Media? Anyway, you and Mr Downey have just launched an Inner Game eCoach.

a.     It is true that a new media for communication has emerged, but it doesn’t change the basics of communication.  The internet is a way of distributing communication instantly and widely.   It is because of this fact that Myles Downey and I thought that some of the benefits of coaching could be distributed to a much wider audience at the fraction of the cost of live coaching.  This is not an attempt to replace live coaching, but give millions of people access to coaching that have had none.

14.    There are 37 years since you launched The Inner Game of Tennis. I’ve read somebody naming you “grandfather of coaching”. As a “grandfather-coach in progress”, what would be a question from a “niece” for you to grow?

a.     Same old question – “What do you really want?”

b.    How can games and simulations be best used by the coaching profession?

c.     What are the most promising applications of electronic coaching in the corporate world.” 

d.    How can coaching best address the human domain of feeling?

           I would have to grow in knowledge and clarity to answer well any of these questions.

Pericolele măiestriei nonverbale!

 

A nins, merg în faţa unui amic, cam alunec.

Insul zice: ”Nu te ajut. Faci prea frumos!”

:)))

”What do you really want?” Tim Gallwey (2)

(next)
http://coaching2success.blogspot.ro/2013/01/what-do-you-really-want-tim-gallwey-1.html

4.    You took your findings from sports to the corporate environment. Was it something you took from business to sports?

a.     Most of my learning in sports was in individual sports, namely tennis, golf, and skiing.  In business, I learned to help people work together in teams. This provided a new understanding for me of what is required in team sports.

5.    The core of Inner Game – you said – is the belief that people have the innate capabilities to perform at an exellence level, and having the intention/wish/interest/ to live their lifes at that level. On the other hand there is so called Peter Principle: "in a hierarchy every employee tends to rise to his level of incompetence", meaning that employees tend to be promoted until they reach a position at which they cannot work competently. How does coaching work in this regard?

a.     Obviously there are different levels of excellence in the mastery of any skill or knowledge base.  Innate excellence lies in the ability to learn.  From childhood on one can learn to increase competence.  In some activities, like sports, competence can naturally decrease past a certain age.

b.    Some abilities that need not decrease with age  are the abilities to enjoy, to appreciate, to love.

c.     The Peter Principle has to do with organizational  behaviors, and does not speak to the ability to learn to increase competence once in a position beyond his competence.  The coach’s job is to facilitate that learning. 

6.    As far as I know there were some Romanian participants at the Inner game seminar in London, last year. Did you noticed some limitting beliefs?

a.     Every culture passes down its limiting belief’s.  The differences between the specific limiting beliefs is not important.  The coach’s opportunity is to learn to spot limiting belief’s and help the one being coached to move beyond those that he’s ready to.

b.    We all have difficulties being creative enough to pass beyond the limits we impose on ourselves.  Coaches can help if they realize that some limiting belief’s are valid and others the person is simply not ready to give up.

 

7.    The folklor/proverbs/ of a nation is its “story” of  - well – success. Romanian people have sayings like that: “To beat a child is a help from God to him”, “The bent head is not cut by the sword”, and, to be sure we are completely successful: “Time is not something to bother for”. What would be the appropriate coaching question for such a “body”? Particulary, in organizations.

a.      I would ask questions that inquired into the extent that a person believed in such “truths” before the coaching workshop and then the same question after the training.  Bringing belief’s from unconscious to conscious is the first step to examining them.  Beliefs are not Knowledge.  Once they are seen as only belief’s and not knowledge, they can best be changed by new experience and new insight. 

meaning by your being (sic)

 

A poem should not mean
But be
Archibald MacLeish

A fost citat pe facebook acest poem şi însoţit de întrebarea:

”Oare, oare, oare - nu ar fi nevoie şi de una, şi de alta?”

Am comentat aşa:

Io sunt cititor, public ”gen”.

Dacă meaningu nu mă îmbrăţişează, nu e! –

vorba aceea*:

”ce-ai vrut, domnule, cu tratatu de ontologie?

să te îmbrăţişez, dragă.”

Social media e un loc util, dacă îl ”utilizezi” cum trebuie.

Poţi afla multe lucruri ”pe iute” şi ”încredere”,

dacă ai în grup oameni care sunt referinţe în domeniile lor,

ei ”lucrează” pentru tine ca un certifyed browser

(ca outsider, nu poţi niciodată da nişte criterii de căutare

de calitatea celor date de cei care sunt specialişti pe zona aia)

Pentru un coach - dacă e coach -

feed-ul cu conversaţiile celor cu care e conectat

e ca agora cu atenienii lui Socrate!

Citeşti nonverbalul din spatele postărilor,

cadrul de referinţă al fiecăruia e mai vizibil chiar.

Şi pui o întrebare sau reformulezi o frază pe care

omul a scris-o şi care arată o 

pre-judecată care îl conduce,

şi pe care o foloseşte să îşi justifice o nemulţumire

pe care o practică.. confortabil.

Dacă reformularea sau întrebarea sunt bune,

ţi se răspunde cu un zâmbet sau

cu un ”chiar aşa, nu m-am gândit” –

şi chiar ai făcut ceva bun, coach :)

*”vorba ceea” e ca şi cum frumoasa frază ar fi ajuns folclor –

frumoasa frază cu care Noica răspunde la întrebarea ”Ce aţi vrut?”

(am să o transcriu – e în Jurnalul de la Păltiniş)

antrenor/coach

În anii 70, domnul Constantin Noica scria, în România, 

despre nevoia de antrenare, despre piedici interioare depăşite prin piedici exterioare, ”construite” conştient. 

Tot atunci, domnul Timothy Gallwey scria, în SUA, despre nevoia de antrenare, despre piedici interioare depăşite prin piedici exterioare, ”alese” conştient. 

Şi unul, şi celălalt aveau încredere în ”intenţia vieţii fiecăruia” dintre noi şi în capacitatea de a trăi la nivelul ei de performanţă. 

Amândoi au înţeles necesitatea de a fi însoţit - de a beneficia de atenţia neîndoită a altuia. 

Unul l-a numit ”antrenor”pe acest altul, celălalt – coach. 

În imagine, marcând 40 de ani de la apariţia ”The Inner Game of Tennis” -Tim Gallwey, dreapta, împreună cu John Whitmore ,

autorul celei mai traduse cărţi în domeniu ”Coaching for performance”,