PODCAST SHOW NOTES - DJ MITSCH

Episode #009: Scaling Team Coaching to Drive Organizational Change: The Team Advantage Extraordinary Business Game

DJ Mitsch

Darelyn “DJ” Mitsch, Past President and Founding Board Member of the International Coaching Federation, Original Team Coach and Creator of Team Advantage

#009: Scaling Team Coaching to Drive Organizational Change: The Team Advantage Extraordinary Business Game

Join Dr. Krister Lowe and leading organizational coach DJ Mitsch for this week’s episode of The Team Coaching Zone Podcast.  DJ is an award winning author, a thought leader in the coaching profession, a certified Mentor Coach and a Master Certified Coach – one of the first 25 designated by the International Coach Federation (ICF).  As the 2001 President of the ICF, DJ led the association across borders to become recognized as the global professional society of coaches. DJ served on the Board of Directors for six formative years as the ICF developed the certification programs and the ethics and standards for coaching, and was responsible for international chapter development including China, Japan and Australia.  DJ co-founded The Pyramid Resource Group, The Corporate Coaching Company, in 1994 with husband Barry Mitsch.  In January 2013, DJ founded the Healthcare Coaching Institute to serve the growing need to prepare coaches who work with leaders in the chaotic business of healthcare.  She is the Creator of Team Advantage a leading edge team coaching approach for transforming teams.  In this episode DJ shares an incredible story of scaling team coaching in a pharmaceutical company that involved coaching 60 teams and that led to dramatic organizational results.  The episode is chock full of lessons learned, tips and practical advice that every team coach will not want to miss!

 

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RESOURCES RECOMMENDED ON THE SHOW

  1. Team Advantage Webpage: http://pyramidresource.com/teamadvantage/
  2. Team Advantage: The Complete Coaching Guide for Team Transformation: Coaching Facilitation Guide Set. by D.J. Mitsch (2010)m, Pfeiffer Press.
  3. Mitsch, DJ, Mitsch, B., & Hays, L. “Large-Team Coaching Initiative Creates Sustainable Change.”  White paper published by The Pyramid Resource Group Inc.  (Download in Resources Section under the “Downloads” section)
  4. Mistsch, DJ, Mitsch, B., & Hays, L. Change Agents, Team Coaching & Organizational Transformation: Sanofi Changes Its Culture and The Game of Work!”  White paper published by The Pyramid Resource Group Inc. (Download in Resources Section under the “Downloads” section)
  5. Cockerham, G. & Mitsch, DJ. “Expansion: Scaling the Benefits of Coaching for Groups and Teams.” Choice Magazine, 6, 4, 29-31. (Download in Resources Section under the “Downloads” section)
  6. Tuckman’s 4 Stages of Group Development: http://en.wikipedia.org/wiki/Tuckman’s_stages_of_group_development
  7. Health Care Coaching Institute: http://pyramidresource.com/healthcarecoachinginstitute/

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SHOW NOTES

Part 1 – Getting to Know the Team Coach: DJ Mitsch

  • DJ Mitsch is an award winning author, a thought leader in the coaching profession, a certified Mentor Coach and a Master Certified Coach – – one of the first 25 designated by the International Coach Federation (ICF).  As the 2001 President of the ICF, DJ led the association across borders to become recognized as the global professional society of coaches. DJ served on the Board of Directors for six formative years as the ICF developed the certification programs and the ethics and standards for coaching, and was responsible for international chapter development including China, Japan and Australia.
  • DJ co-founded The Pyramid Resource Group, The Corporate Coaching Company, in 1994 with husband Barry Mitsch.  In January 2013, DJ founded the Healthcare Coaching Institute to serve the growing need to prepare coaches who with leaders in the chaotic business of healthcare. The faculty is comprised of the masterful coaches from the PRG team and a growing number of physician coaches.
  • DJ has been quoted or featured in business and trade publications as broad ranging as Kiplinger Magazine, the Wall Street JournalSimple Living, and France’s LeObservateur.  Mitsch and her team are responsible for one of the first rigorous case studies for the impact of coaching in organizations and published both a white paper and a case study book to showcase this and other successes in 2002.
  • Prior to entering the coaching field, Mitsch had a stellar 20-year career as a broadcast executive. As a broadcaster, she managed new project start-ups as US based broadcast companies diversified into the world of cable and satellite technologies.
  • Came to coaching through a transition after building team in the broadcasting sector for 20 years
  • New what it was like to manage teams, had a coaching approach to building teams
  • Worked with some high profiles coaches
  • Located in the research triangle park area of North Carolina near the capital
  • Have coach colleagues and affiliates around the world, primarily in the US
  • Has been involved in team coaching for a long time
  • How she got into team Coaching:
    • One of her first clients when she started after leaving broadcasting was in the sports broadcasting area
    • The company called DJ to come back to help them given her coaching background
    • She challenged them to think differently about their planning and approach it in a different way
    • Proposed a short term engagement so as not to foster dependency
    • Let’s play a “game” that would really shake things up.
    • Powerful question: what would change if everyone sitting here told the truth about what you are sitting on?
    • Answer: Big chief said “some things would change.  We would retire some people, we would sell off some of the business, etc…”
    • As team coaches one of things we do is help clients see and remove obstacles
    • All she knew early on was how to ask powerful questions
    • Coached them over 12 sessions, 16 weeks.  Bottomline improved, sold a piece of the business, started changing the face of the business
    • Chief said this is “extraordinary.”  You should call this the extraordinary game.  That is what you should call it.
    • They called it the Extraordinary Game until it was published in 2012. The Publisher renamed it Team Advantage
    • Did it with 6 more teams in that company.
    • Codified some of the processes.
    • Over 10 year organically evolved this approach; didn’t intentionally decide to go into it
  • Is it just about money and scaling your business or what is it that you can bring to teams.  For DJ this is the space she lives in.  She doesn’t like to do things alone.  How to you do it with passion and codify it into a program.
  • Team coaching: love working with leaders and the teamwork is where things really get accelerated; it changes cultures; helps engage hearts and minds; improves communication and truth telling; makes people’s lives easier; get rid of monkey-business and political correctness that slows people down.
  • Team coaching as a vehicle for organizational change, employee engagement, and brings hope to life.
  • Really scale team coaching in a big way: both larger as well as medium sized companies
  • If you can target high performing teams, teams with new leaders, and some front line teams focusing on implementation: if you can get 25% of the teams you can really shape culture and it can have a dramatic impact across the whole organization.
  • Can change things in a hurry in 6 months to a year

Part 2 – Hits and Misses

  • Story – Hit: Scaling Team Coaching, Sanofi Pharmaceuticals
    • When they went it and met with the HR and Org Design teams
    • Asked what is sticking in what you are doing?  Out of 58 slides, the org design team member said there is only 1 slide that is getting any stickiness: everyone had tried so hard to be smart and sophisticated but was missing the main point; opening up the conversation and listening to people
    • Organized listening sessions across the company in order to “blueprint the company”
    • Trained internal change agents in coaching process (deep listening, asking powerful questions) to go hold the listening sessions in order to identify the themes facing the company
    • What are they doing with the merger of 3 to 4 companies? What could be some quick wins? What were employees saying?
    • Employee engagement was at 60%, which was low compared to other regions of the world
    • Trained change agents in The  Team Advantage process: has 4 phases
    • Partnered change agents with one of the Pyramid Coaches.
    • Identified 60 teams in the company to participate: high performing teams, teams with new leaders that need to get going fast, and middle level teams who were already performing.
    • Internal partner, change agent, partnered with a Pyramid Coach.  Internals know the culture and lingo and business
    • Four Phases:
      • Pre-game prep: coach the team leader two months in advance before working with the team with the internal change agent; clear that the goal is here was to build capability.  Important to coach the team leader first as when team coaching doesn’t work, often the leader isn’t ready or has some other things going on that could impact the game.  The longer the lead time to get them ready, the better they are when the going gets tough during the game which is a change process.  Helps them get centered and stay in the game.
      • 6 months: ran 60 teams though the game, 16 weeks for each game, 12 sessions.  Part of the checklist they go over.  If its not a full 8 weeks, it is 5 to 6 weeks to make sure the leader is on board.
      • During week 3 things start to fall apart; tough stuff starts coming out.  It happens during almost every game; DJ looked into Tuckman’s four stages of group development: Forming, Storming, Norming, Performing.  Tuckman followed them over a two year span.  DJ needed to find a way to make this happen in 4 to 6 months vs. 2 years
      • Coaching can accelerate performance.
      • Coaching done in pairs; try to find diverse styles in the coaching team; in this case they partnered with the internal change agent.
      • Game: brings in emotional intelligence and neuroscience about creativity, fun and learning
      • Begin by forming even if they have been a team for a while to do the foundational work
      • Then coach them on identifying working on an “extraordinary game goal” which is a critical piece of reach team.
      • Create a “game plan” which brings elements of sports and business together
      • Coach them around a no-execuses implementation of achieving their goal
      • Self-awareness building piece and communication piece; people need get over themselves and become more selfless
      • “Nobody wins unless the whole team wins”2
      • 2nd Phase is the Storming: resistance and push-back to the coach and process emerges; need to be “clean” as a coach; need to be centered in yourself and be able to stay on track
      • 3rd Phase is the Coaching phase: total of 12 sessions over 16 weeks which allows a few weeks for other events and organizational requirements, holidays, etc…; sessions are mostly done virtually.  Each session is about an hour.
      • 4th Phase is the Celebration: called adjourning phase by Tuckman.  Do something to celebrate that is meaningful to the team.  Take them through a series of what they accomplished, what they learned, what’s next, how to replicate what we have done and learned; building some sustainability into the process
      • Handoff to the team leader during the 4th phase
      • Goal is to work yourself out of a job every time.  Really trying to teach people what they do along the way
      • Training of change agents takes about 3 1/2 days
    • Approach is often welcomed by companies who are used to long term consultants upon whom they often become dependent
    • Impact: moved engagement from 61% to 90.4% in less than a year; measured with HR team around 4 leadership behaviors/competencies in addition to some team factors – significant boost in a number metrics: change leadership, team coaching skills, courageous communication, fostering a culture of coaching and communication; overall changed the face of the business and helped the company get ready for other changes.  Change agents then moved into new leadership roles after 2 years of this process; so this helped with leadership development and culture.  Wasn’t dependent on one leader or person.
    • Lessons Learned:
      • Many stakeholders in culture change: getting sponsorship and buy-in from top-level leaders, getting the C-Suite; took top 200 leaders and got them engaged in listening circles to get their participation on Marco Island
      • Anticipating the storming phase: telling teams that it is coming; gives them a preview of what is coming
      • People are either in a fear, love or care place: helping them get in touch with that.  What kind of conversation are we having? Do you hear that we are in a storming conversation.  Demystifies when you call it out and label it.
      • Letting go: really loved the change agents but you have to “step away from the buffet”
    • Some advice about when team coaching doesn’t go well
      • Coaches need some advanced skills to do team coaching
      • Had a case where someone had a baby during the process and she left; when she returned her job had changed and was gone; turned into a class action suit between the staff member and the company; DJ was called as a witness; nothing to do with the coaching; had to take stand for what coaching is.  This was a one off – they have done hundreds of these team coaching interventions but this can happen.  Need to be clear in your contracting.

Part 3 Parting Advice/ Resources

  • What has DJ excited: training other coaches in the process of team coaching; has a team of master coaches and has certified over 100 coaches in the process
  • Working on a new book: “Zombies to Zealots” which is about “bringing people back to life at work.”  A lot of people are stopping short of bringing their full selves to work.  Helping individuals see their contributions the team and the culture.  Anyone can lead regardless of their role.
  • Book: The Team Advantage available on Amazon.com as well as on The Pyramid Resource Group website.
  • Training: The Team Advantage, offered twice per year in North Carolina, takes 3 days, www.pyramidresource.com www.teamadvantageguide.com
  • Health Care Coaching Institute: 125 hour program accredited through ICF; certifying coaches
  • Prospects of team coaching:  every leader you coach has a team; every team should go through a coaching process
  • Since 1994 she has felt that team coaching is the thing that can change the world
  • Parting advice: just do it!  If you don’t feel prepared that is great but just go out and look at what the team is doing, listen, you can do team coaching.  It requires knowing a lot about yourself, go to school and get ready, learn a process.
  • How to get in touch with DJ:
    • dj@pyramidresource.com
    • +1.919.677.9300 x101
    • www.pyramidresource.com
    • http://pyramidresource.com/teamadvantage/
    • Twitter: @djmitsch

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