PODCAST SHOW NOTES - JENNIFER BRITTON

Episode #011: Potentials Realized: Group and Team Coaching

JenniferBritton

Jennifer Britton, Founder of Potentials Realized, Author and Expert in the Area of Group Coaching and Team Development

#011: Potentials Realized: Group and Team Coaching

Join Dr. Krister Lowe and leading organizational coach Jennifer Britton for this week’s episode of The Team Coaching Zone Podcast. Jennifer is the Founder of Potentials Realized, a Canadian Performance Improvement company, focusing on coaching, leadership and team performance issues.   Jennifer Britton is the author of Effective Group Coaching (Wiley, 2010) and From One to Many: Best Practices for Team and Group Coaching  (Jossey-Bass, 2013). Jennifer integrates her passion for individual and team excellence, with her skills as a coach, trainer and facilitator, in the area of group and team coaching.  She trains coaches in both group and team coaching skills both face-to-face as well through virtual formats.  Jennifer holds a Bachelor of Science (B.Sc) in Psychology, and a Masters of Environmental Studies (MES) and has completed post-graduate HR studies. Jennifer is a Certified Human Resource Professional (CHRP) and a Certified Performance Technologist (CPT). She is also a Certified Professional Co-Active Coach (CPCC) with the Coaches Training Institute (CTI, 2005). She is recognized as a Professional Certified Coach (PCC) by the International Coach Federation and brings over 3000 hours of coaching experience with groups, individuals and teams. Jennifer has also completed advanced coach training in Organization and Relationship Systems (ORSC) and Shadow Coaching. Jennifer also holds the credential of Board Certified Coach (BCC) through the Center for Credentialing and Education.  In this episode, Jennifer helps differentiate group coaching from team coaching and shares some best practices tips and reflections about the dynamic practice of coaching teams.  Jennifer’s journey to becoming a leading figure in group and team coaching is inspiring and is a story that listeners will surely not want to miss!

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Learn more about Jennifer at: 

http://www.potentialsrealized.com

https://www.linkedin.com/in/jenniferjbritton

 

RESOURCES RECOMMENDED ON THE SHOW

  1. Effective Group Coaching: Tried and Tested Tools and Resources for Optimum Coaching Results. by Jennifer Britton, (Jossey-Bass, 2009)
  2. From One to Many: Best Practices for Team and Group Coaching by Jennifer Britton,  (Wiley, 2013)
  3. Free Digital Chapters for Download: http://www.from12many.com/Downloads.html. Access code is 4411.
  4. Group and Team Coach Training Programs: http://www.potentialsrealized.com/group-and-team-coaching-training-for-coaches
  5. The Team Diagnostic Survey.  Based on the book by Richard Hackman Leading Teams: Setting the Stage for Great Performances.
  6. Everything DiSC. Everything DiSC is not a test, it’s a personality assessment. This research-validated model helps you understand yourself and others, saving you time, energy, and money. Better employee communication means efficiency on both individual and company levels.
  7. MBT
  8. Hackman, R.J. & Wageman, R. (2005). A Theory of Team Coaching. The Academy of Management Review. 30(2), 269-287.
  9. Edmondson, A. (2012) Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy. Jossey-Bass.
  10. ICF 2009 Global Coaching Client Study.

Upcoming Coach Training Programs Offered by Jennifer

  1. The Group and Team Coaching Intensive (being renewed for 15-19 CCEs) – In Person – Toronto: April 11- 12, 2015 – link to http://www.groupcoachingintensive.com.
  2. Advanced Group Coaching Practicum  – phone – starts April 9th from 1:30 – 2:45 pm Eastern/New York (6 weeks, 10 hrs of CCEs) – link to http://www.groupcoachingessentials.com/pages/advancedgroupcoaching.
  3. Group Coaching Essentials Teleseminar – phone – starts April 9th from 10:15 – 1:30 am Eastern/New York (5 weeks, CCEs) – link to http://www.groupcoachingessentials.com/pages/gec.

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SHOW NOTES

Part 1 – Getting to Know the Team Coach: Jennifer Britton

  • Founder of Potentials Realized, a Canadian Performance Improvement company established in 2004, focusing on coaching, leadership and team performance issues.
  • The author of Effective Group Coaching: Tried and Tested Tools and Resources for Optimum Coaching Results (2009) and From One to Many: Best Practices for Team and Group Coaching (2013).
  • Jennifer is an expert in the area of Group Coaching and Team Development.
  • Provides group and team coaching training programs ICF approved and CCE
  • Based north of Toronto Canada
  • Jennifer holds a Bachelor of Science (B.Sc) in Psychology, and a Masters of Environmental Studies (MES) and has completed post-graduate HR studies. Jennifer is a Certified Human Resource Professional (CHRP) and a Certified Performance Technologist (CPT). She is also a Certified Professional Co-Active Coach (CPCC) with the Coaches Training Institute (CTI, 2005). She is recognized as a Professional Certified Coach (PCC) by the International Coach Federation an brings over 3000 hours of coaching experience with groups, individuals and teams. Jennifer has also completed advanced coach training in Organization and Relationship Systems (ORSC) and Shadow Coaching. Jennifer also holds the credential of Board Certified Coach (BCC) through the Center for Credentialing and Education.
  • 2 1/2 decades of experience in facilitating group and team processes in over 19 countries.
  • Over the last 11 years she has been working with a variety of team and group coaching clients in healthcare, financial services as well as in the public sector.
  • Has extensive experience with the United Nations.
  • Teams and groups are her passion.
  • Had a career before she came to coaching.  Was certified as a coach in 2003.
  • Was a senior leader in the United Nations for about 14 years: grew teams, communities and governments.
  • Worked globally since the early 1990’s.
  • Canadian, a mother, important to note that we bring who we are to our coaching engagements
  • As coaches we help provide spaces for people to have dialogue which is hard for them in their busy lives and schedules.
  • Fascinated by how we bring to the surface the “must haves” as a team coach as well as what the pitfalls are.
  • We are all on a learning path regardless of whether we are new or experienced in this area.
  • Each time we step into a dialogue with a team we have to be open.
  • Was on a career path to having a career in the UN.  2003 she was in Latin America and woke up one morning with an eye infection.  She had gotten run down, she had staff in 10 countries, and was running around a lot traveling.  The infection created some partial blindness in one eye.  Has had a lifetime impact that changed the trajectory of her career.
  • Caused her to reflect on what she really loved in her work. Returned to Canada.  Did a lot of youth leadership work.
  • Discovered that helping teams, groups and leaders excel is what she really was passionate about.
  • Moved back to Canada April 1 2004 that started a new journey.
  • Whole life has been working with groups and teams.  Led teams early on.
  • Creating change in the world requires collaborative effort.
  • At 25 years old she was managing a 100+ person team in South America.  Life and death situations on the line.  Put her feet to the fire as a leader. Lit her fire leading programs and multi-cutural teams.
  • How do we help groups and teams becoming highly functioning.  How do we make that change happen?
  • We can make change even when we are dealt a bad deck of cards.  We have to set aside our differences and mobilize our resources.
  • Business has been shaken up in the past 5 years. Change is happening every day. While we can impact change at the individual level it really often requires collaborative effort.
  • Does some one-to-one coaching, but her passion has really been at the group and team level.
  • Group Coaching vs. Team Coaching:
    • Could do a series of podcasts on this.
    • Related siblings but they are two different sub-disciplines of the coaching profession
    • Subtle differences: teams and teamwork are bonded together by a common mission or vision or organizational identity; there is a “reason” why they exist.
    • Groups: emerging leaders for example, having a shared experience on some level.
    • In team coaching we are looking at relationships, longevity, life cycle, and that will impact our work.
    • Group coaching doesn’t have that longevity issue.  Maybe 9 to 15 months.
    • The forming, storming, norming, performing and adjourning of a group may look a bit different than a team that may continue operating after we are done with our work.
    • Four areas, layers to specify and differentiate:
      • 1) Role of Leadership: Formal and informal leadership
      • 2) Role of Relationships
      • 3) Life Cycle: in group coaching may form and disband at end of work; in the team context we are really trying to link up what we are doing in the coaching to the work of the group.
      • 4) What’s at Stake: we are asking people in organizations where a lot of change is going on to be vulnerable and to have high levels of trust.  In a group context, stakes may not be as high.  Stakes tend to be higher in teams.
  • Training in Group and Team Coaching:
    • Started out in group coaching and than moved in the last 3 years into more training of team coaches.
    • Has a group and team coaching training intensive.
    • Has classroom-based and tele-seminar versions.
    • Team coaches need to be grounded in the core ICF coaching competenecies.
    • We want to reinforce goals, action awareness and accountability: this differentiates team coaching from other team interventions.
    • Core coaching competencies: asking powerful questions, goal setting (a bit different for groups than teams – individual vs. collective focus), more one-to-one flavor in groups than in the teams.
    • When working with teams we are looking at the meta-level of what is common across the individuals.
    • Skill-sets: a lot of similarities and yet some differences; a lot of coaches who are new sometimes feel they have to add a lot however Jennifer feels that the leap isn’t that great given the core coaching skills they already have.
    • Some additional training for sure is helpful but can be bridged.
    • Understanding groups and teams and how they operate.
    • Jennifer had a background in experiential learning and group dynamics, Tuckman’s model, working with differences gave her a lot to drawn on.
    • Doesn’t have a “Jennifer Britton model” around group and team coaching: eclectic, draws on a lot of models and frameworks. Why recreate the wheel?
    • Has a background in environmental sciences, systems theory.  Feels it is important to look at the frames: team effectiveness literature, Tuckman’s model, need to be providing teams frameworks, assessments (Team Diagnostic, DiSC, MBTI).
    • From a coach training standpoint: starts with what skills you have already, then layer on understanding teams, how teams evolve, then look at models like Hackman and Wageman and team effectiveness and then get really clear on what the team is trying to accomplish.
    • Training and facilitation skills are helpful but coaches bring a hard and fast focus on the goal a person or team is trying to accomplish.
    • Need to look at different clients: they use different frameworks and assessments.  Understanding your own styles important.
    • Jennifer uses Everything DiSC.
    • Jennifer is more focused on process: what are the common elements regardless of model, what are the core coaching competencies and what are the best practices in working with teams.
    • How much do I show up being prepared vs. letting go? What do my clients expect?
    • Jennifer doesn’t like to be asked by client what her model is because a one size fits all model may not be appropriate.
    • Hopefully as team coaches we are expanding our training to include facilitation, training, organizational development, process facilitation, etc…
    • Need to put all these things into the simmering pot and bring them out as needed and then show up as coaches in the moment and be present.
    • The more we show up in a prescriptive way, the more we are training rather than coaching.

Part 2 – Hits and Misses

  • Story #1 – Hits
    • Typical approach:
      • Finds herself often with teams with new leaders
      • Likes to do some diagnostic work: Team Diagnostic or Everything DiSC depending on budget
      • Team Diagnostic: helps you look at current strengths and where  you are currently as a team and what you need.
      • Then can move into the coaching conversations.
      • May be done face-to-face or on the phone or virtually using the various online platforms.
      • Jennifer’s bias is to get each team member’s perspective out through individual interviewing and conversations.  Have to be careful when you are having individual conversations given that the team is your client.  15 to 20 minute conversations with each team member regardless of whether the team leader feels that he/she knows what the team should be working on.
      • Interview + an instrument (e.g., Team Diagnostic, Everything DiSC, etc…)
      • Coaching sessions: a lot of variety in how to do this across sectors and clients; could be 6 months with once per month meetings; some budgets don’t allow that so need to get creative.
      • Recent client: co-facilitator along with Jennifer working with a team that is being challenged, lasted 6 months.  Didn’t have much budget even for a full day kick-off. They did 5 to 6 1.5 hour sessions.  Knew that this wouldn’t be enough but worked with what they have.
        • Started off with some one-to-one conversations.
        • First session: identified that they wanted to learn more about each other; did Everything DiSC
        • Met with them every 6 weeks (an initial flag about whether this would be enough)
        • Had them work in pairs randomly: had them meet and inquire/peer coach in between the team coaching sessions; helped to create some new relationships.
        • We don’t always need to be there all the time as team coaches.  What can we do with the time we are given?
      • Jennifer’s books get into this.  Her second book on From One to Many gets into more about what does it take to create a coaching culture.  Teams need to build a coaching culture within their teams.  How do we equip them with better skills to do some of this even if they aren’t going to become professional coaches. They need to have these skills to develop better practices around communication, accountability, etc…
      • Her book: a lot case studies that look at a range of approaches.
      • Jennifer recommends: Amy Edmundson’s book on “Teaming.”  Gets at the evolving nature of teams today. Rapid formation of teams, virtual teaming, global, across industries, etc…
      • Need to get clear about what is getting labelled “coaching.”  How do we define group and team coaching. Size of groups, at what size does it become facilitation vs. coaching.  Jennifer looks at the ICF 2009 Global Coaching Client Survey.
  • Insights About Misses
    • Feeling like everyone has to get along.
    • Sometimes need to implode first before being able to move forward.
    • Team members sometimes need to leave in order for the team to move forward.
    • Have to remember that is about the ownership of the team.
    • Many coaches are married to their favorite process or their own ego and we have to remember its about the team and the group process.  Need to be listening to the team in the moment and make adjustments as we go.
    • In organizations, engagement and openness of the team leader is critical.  Leader and team ready to show up for coaching?
    • Coachability in the team and group context is critical and an area where we need to research more.
    • What do  you do when you have non-engagement?
    • Sometimes our work is “what provokes a change?”
    • Coaching is all about a “process of change.”
    • Teams and groups change much slower than we do as individuals.
    • Great if we can have a 6 month journey with them.  In other cases we may go in and do some kind of intensive and then some virtual follow-up.

Part 3 Parting Advice/ Resources

 

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