PODCAST SHOW NOTES - PROFESSOR PETER HAWKINSEPISODE #079 - ECOSYSTEMIC TEAM COACHING: BEYOND THE HIGH PERFORMING TEAM
What forces are disrupting the nature of teaming in organizations? How can team coaches keep up with the pace of change in organizations? What opportunities exist beyond coaching high performing teams? Tune in to this week’s episode of the The Team Coaching Zone podcast with special guest Professor Hawkins to explore these and other compelling questions.
In this episode Professor Hawkins updates listeners on what he has been up to in the Team Coaching field since he last appeared 2 years ago in episode #019 of the TCZ podcast. Themes covered in this episode include:
- The recent release of the 3rd Edition of Leadership Team Coaching: Developing Collective Transformational Leadership
- Forces disrupting the team coaching industry: threats and opportunities
- Leadership as about orchestrating the partnership ecosystem
- Coaching partnerships, networks and relationships between teams
- Creating teaming cultures
- 4 Levels of Team Coaching: High Performing Team Coaching, System Team Coaching, Systemic Team Coaching, Ecosystemic Team Coaching
- Coaching New Types of Teams: startup teams, cutting edge teams, black ops teams, red teams, shadow teams, teams of teams and more
- Practical tips for coaching teams
- Developing team coaches and more
Don’t miss this opportunity to learn from one of the great pioneers and thought leader in the team coaching field! This is an episode you surely will not want to miss!
- Hawkins Hawkins, P. (2017). Leadership Team Coaching: Developing Collective Transformational Leadership (3rd Edition)
- 20% Discount Code: AHRLTC20
- Research Report by Professor Peter Hawkins, Henley Business School at the University of Reading: Tomorrow’s Leadership and the Necessary Revolution in Today’s Leadership Development.
- Hawkins, P. Partnerships Are Not Created by Partners: From Bartering to Partnering.
- Hakwins, P. Cracking the Shell
- Peter Hawkins on LinkedIn: https://www.linkedin.com/in/peter-hawkins-b27177/
- TCZ and AoEC Training January 15-17, 2017 in New York City. Check back soon for more details!
Listen to the Episode:
Part 1 – Getting to know the Team Coach: Professor Peter Hawkins
- Peter Hawkins is a returning TCZ interviewee (check out episode 19)
- Professor at Henley Business School, Chairman of Renewal Associates, & Team Coach for 30+ years
- Author of several team coaching books: Leadership Team Coaching: Developing Collective Transformational Leadership(editions 1-3); & Leadership Team Coaching in Practice: Developing High Performing Teams (with case studies)
- 3rd edition of book just released
- Peter identifies as a “pracademic” by remaining involved in the research and practice of team coaching
- Speaks to the importance of our species needing to learn how to adapt in order to cope with the 21st
- “How do we evolve human conscious fast enough to be future fit?”
- Runs global leadership project to fill gap between what is required of us as leaders in the future vs where we are today
- Advocates for keeping pace with and linking 3 industries (leadership development, organizational development, & coaching) for shifting ecosystems
Part 2 – Approach to Team Coaching
- Book chapter of 3rd edition: Disrupting and Renewing Team Coaching “you’re either disrupting yourself or someone else is disrupting you”
- Interviews from his research revealed that leaders predict there will be less people employed in the future, yet more partnerships. Therefore, leadership is more about orchestrating the partnership ecosystem.
- Disrupters include the need for coaching partnerships, networks, and relationships between teams.
- Another disrupter to team coaching: teams are no longer fixed
- In his work, he has transitioned to coaching leadership cultures development and creating teaming cultures
- Another chapter of 3rd edition: Maturational Model – stages of the whole field of team coaching
- Level 1- High Performing Team Coach: looking at the team as though it is the sum of the individuals (focus on individuals)
- Level 2- System Team Coaching: the team is a system, its own entity (focus on team)
- Level 3 – Systemic Team Coaching: team dynamic is made up of subsystems within the team and is nested within other systems (focus on nested levels/context)
- Systemic Team Coaching requires getting clear the team’s commission, value is created when engaging with wider stakeholders
- Trade-off from being too internally focused (tight teams) and too externally focused (failed to focus on capacity to learn)
- Role of team coach is to help wake the team up to challenges that they are not seeing are within their ecosystem
- Level 4- Ecosystemic Team Coaching: coaching the partnerships, spaces between teams/ levels, developing the connections, team of teams work (focus on networks/connections)
- A method for challenging teams with Ecosystemic Team Coaching with an example- First, he coaches on leadership team, a shadow team, then he coaches the dialogue between the two teams. He makes both teams responsible for each other’s development, requiring feedback evaluation on how much they shift the thinking of each other. Then he facilitates new thinking that emerges from the dialogue to create accelerated development. This method results in several learning outcomes: collaboration, strategic challenges, managing change, influence upwards, generative dialogue etc.
- His book also has 2 case studies of Ecosystemic team coaching
Part 3 – Closing / Parting Advice / Words of Wisdom
- Emphasizes the capacity of having to unlearn what makes us successful one year because this is what you have to let go of
- Refer to his article “Cracking the Shell: what are the seven things that we are taught in coach training that we have to unlearn in order to work systemically”
- “We have to think, learn, unlearn and reinvent ourselves at the same speed that we expect our clients to”
- If we are not modeling continuous learning as a team coach then we are not being effective
- 2 practices he offers: 1) “wide angled empathy” see if your client can have as much empathy and compassion with everyone in the story 2) view your client as the “purpose” of what the team is trying to achieve (client is not team leader, team, or organization)
- It is important that team coaching is not a new silo. Trainings should bring experienced OD, coaches, HR, strategists, etc. together to evolve together
- His training addresses how we combine awareness of self, team, organization, and ecosystem simultaneously; how we take systemic thinking to systemic being and systemic relating.
- The team coaching field needs for communities of practice
- Connect to him on LinkedIn for updates on his work!
- Challenges in the world are as daunting as they are exciting
- We need to evolve the field collectively and globally