I was invited by a close associate to work with him at a large FMCG manufacturer where he worked to help improve team performance. This team works in central services in an extremely large multinational corporation.
I arrived at the location on a Sunday evening and in the car journey to the hotel, my client advised that he wanted to change the focus of the development. Instead of working with the full team, I was to work with a smaller sub-team. My client advised that this sub-team was having particular problems with delivering their expected objectives. My revised task was to support the sub-team to identify what help was needed to develop their skills and improve overall performance. The sub team’s role is to approve new suppliers.
I created a team development workshop overnight and we started the next day looking at the team’s behaviours and output. We quickly identified several problems
- The process was inconsistent between team members
- The process was also inconsistently completed between departments.
- The team was governed through fear, carried over from a previous manager
- There were no measures of team performance
- The team was still working to a set of rules laid down by a former manager
The impact of these behaviours was that the staff were uncertain and working in constant fear. Failure to deliver was normal, all failures were blamed on people, and external demands were never challenged. This increased the workload in the department without adding value from the customer’s perspective. As a result, the team had become demotivated and disillusioned
I had two issues. The first was to understand and support the overall process. The second was to work with the individuals to help them improve their skills and resilience.
We employed three strategies to develop in parallel
- Focus on the process to identify and agree on the standard work.
- Work with the individuals to help them identify as a team and start collaborating
- Coach the individuals to enable them to understand their reactions and interact more positively
The strategies worked very well, by applying transformational coaching across the needs of the immediate client, recognising the demands of the wider organisation and the constraints individual team members perceived, we made huge step-change improvements in performance. The client (this team’s line manager) was coached to modify his behaviours to reflect the values agreed with the team. Individuals in the team were also coached to address their confidence and behavioural challenges. Working with the team, we were able to establish common values and establish the required process to enable the team to work effectively as a unit and in concert with other parts of the business. Since the process was developed by the team with support and guidance by me, they were fully engaged with the process.
After completing the intervention, the team identified that they needed to enforce the existing agreement and insist their customer, another internal department, upheld their part of the agreement. The team also stopped competing and arguing internally, focusing instead on solving problems at their root cause. The overall result was a reduction in workload and a higher quality of work product. The team also had higher engagement, morale, and created a positive and supportive working environment.
The work was so successful that further engagements were booked to deliver training and development with this team and with other teams in the business. A team build for another team in the department is planned for later in the year. I continue to coach the team director to support his development.
I have recently finished the classroom studies for ILM Level 7 Certificate in Executive Coaching and Mentoring. I have been coaching for about 15 years and decided this year it was time to invest in formal qualifications to back up the skills I have. Although I have been coaching for a long time, it is only recently that I have identified this as an important skillset and opportunity. I started doing small business mentoring with Boost about 2 years ago,and over the course of the last 2 years, I have been blessed with amazingly positive feedback. I then started helping a former colleague who was struggling to get his team to deliver on business objectives. Whilst helping him, he and his team identified that I was very good at coaching. I got comments such as “You really see people don’t you?”. Someone even commented that I was very good at this.
Having had this feedback I decided to go get some formal qualifications, after all, I had been doing it for many years it should not be too difficult. Then I had another thought. How much would I learn if I started with the view that I already knew all I needed to? So I revisited my thought process and decided to start assuming that I would learn new things. I am so glad I made the change in my viewpoint! I was blessed to work with an outstanding group and some great teachers. Along the way, I learned some new techniques that helped me to strengthen what I already know and some new tools that took me out of my comfort zone. These new tools are really important. One of the things I realised is that I am very good at coaching and mentoring people like me. I am not so sure I would be as good coaching and mentoring someone who was very different until now. The new tools were uncomfortable since they demanded that I engaged in a different way. Having got past my discomfort, I now feel much better equipped to help more people.
The outcome then is that I now have more tools available that can be
used to supplement and complement the tools I have been using for years.
What is coaching?
The way I define coaching is the activity of helping the client find the best solutions to their problems by asking them the questions they can’t think of or articulate, then supporting them to find their best answers.
What is Mentoring?
Mentoring is using the mentor’s knowledge and wisdom to guide the client to develop their own insights, knowledge and breakthroughs and from that create their own wisdom.
The next step for me is to continue learning and helping others. People often leave it too late to ask for help, meaning instead of coaching and mentoring to help them early on in their issue, they get caught in firefights and don’t make time to find help.
In case you are wondering why the pictures of buttons, these were a coaching tool that felt very uncomfortable until I understood it. One of the new tools uses buttons to help start meaningful conversations. This was something I would never have thought of.
The question you have to ask is could I be your button, the key that unlocks your potential and helps you become the best possible version of yourself. If I can, get in touch here