Leadership team coaching in practice : case studies on developing high-performing teams

• 01 Introduction: Highly Effective Teams - The Latest research and development Peter Hawkins p. 1 • 02 What are leadership team coaching and systemic team coaching? Peter Hawkins p. 9 • Introduction p. 9 • The five disciplines of effective teams and the five approaches to coaching them p. 11 • Coaching the five disciplines p. 17 • Defining systemic and leadership team coaching p. 18 • Conclusion p. 22 • 03 Learning from case studies and an overview of published case studies Peter Hawkins and Catherine Carr and Jacqueline Peters p. 23 • Introduction p. 23 • The focus of the coach p. 24 • Learning from interacting with the case studies p. 24 • New case studies since 2012 p. 26 • Discussion p. 35 • Future directions p. 42 • Conclusion p. 43 • 04 Coaching the commissioning and clarifying: A of a professional services leadership team Hilary Lines p. 44 • Context for the work p. 45 • Initial contracting, inquiry and diagnosis p. 47 • Second contracting, inquiry and diagnosis p. 49 • 05 Coaching the co-creating within the team: Two case studies from Canada Catherine Carr and Jacqueline Peters p. 61 • Introduction p. 61 • Learning and recommendations p. 78 • Conclusion p. 81 • Reflections three years on p. 82 • 06 Coaching the connecting between a new CEO, her leadership team and the wider middle management in a UK National Health Service Organization Jacqui Scholes-Rhodes and Angela McNab p. 83 • Introduction p. 83 • Initial contracting - the client perspective p. 84 • Initial contracting - the coach perspective p. 87 • Review of impact and action - roll-out and after p. 96 • Ongoing learning and reflection p. 97 • Current reflections p. 98 • 07 Coaching the team working with its core learning Sue Coyne and Judith Nicol p. 99 • Introduction p. 99 • The Bruntwood case study p. 100 • Key learnings p. 112 • Conclusion: 'We have had an incredible journey' p. 113 • Reflections three years on p. 114 • 08 Team coaching as part of organizational transformation: A case study of Finnair David Jarrett p. 117 • Introduction p. 117 • The context p. 119 • The strategic challenge p. 120 • A deeper inquiry p. 121 • Approach: developing the senior team p. 124 • Approach: creating hub, spoke and wheel p. 127 • Approach: developing the wider leadership group to help lead the transformation p. 128 • But then time for hard hats - the culture fights back! p. 131 • Outcomes p. 133 • Conclusions p. 135 • Reflections four years on p. 136 • 09 Team coaching for organizational learning and innovation: A case study of an Australian pharmaceutical subsidiary Padraig O'Sullivan and Carole Field p. 138 • Background p. 138 • First insight that learning was being missed p. 139 • Key questions that guided the team p. 140 • Core learning actions at the leadership team level p. 140 • Key initial changes at the organization level p. 141 • The challenge of being successful in an Asian context p. 142 • Resetting the bar p. 143 • Focus on innovation p. 143 • Continued use of external coaching and other experts p. 144 • Top 30 award for most innovative organizations in Australia p. 145 • Engagement scores that reflect a strong culture p. 146 • Reflections and conclusions p. 146 • 10 Inter-team coaching: From team coaching to organizational transformation at Yeovil Hospital Foundation Trust Peter Hawkins and Gavin Boyle p. 151 • Introduction p. 151 • The inter-team launch of the clinical divisional teams p. 158 • The board development p. 159 • Reflections and conclusions p. 166 • Postscript 2014 p. 167 • Update: from inter-team coaching to 'team of team coaching' to 'eco-systemic team coaching' p. 167 • 11 Developing an effective 'team of teams' approach in Comair Barbara Walsh and Danny Tuckwood (Metaco) and Erik Venter (CEO) and Geraldine Welby-Cooke (Head of Od) and Tracey Mccreadie (Manager of Service Delivery, Ops) and Justin Dell (Manager of Ground Ops) (all in Comair) and Peter Hawkins (Metaco, Supervisor) p. 169 • Introduction p. 169 • Background and context p. 170 • Process framework overview p. 174 • The activity p. 174 • Progress made p. 183 • Comair's talent management strategy p. 185 • Reflection and learning p. 186 • 12 Empowering the next generation of team leaders in fast-moving startups Shannon Arvizu p. 188 • Introduction p. 188 • Case study p. 189 • Cultivating the next generation of team leaders p. 192 • Transformational team KPIs p. 199 • The power of collaborative leadership p. 200 • Conclusion p. 203 • 13 Evaluation AND assessment of teams and team coaching Peter Hawkins p. 207 • Introduction p. 207 • Team Connect 360 p. 209 • Other useful assessment approaches p. 210 • Is this a team? p. 211 • Assessing the functions of the team p. 215 • Assessing team motivation and affective levels p. 217 • Team relationship to Hawkins' five disciplines of teams p. 219 • Team maturity p. 223 • Levels of team maturity and development p. 224 • Conclusion p. 232 • 14 Coaching the board: How coaching boards is different from coaching executive teams, with case examples from the private, public and voluntary sectors Peter Hawkins and Alison Hogan p. 234 • Introduction p. 234 • The global context in which boards operate p. 235 • The role of the board and board effectiveness p. 236 • From board evaluation to board coaching p. 238 • The board as a leadership team p. 240 • The five disciplines of a highly-effective board p. 242 • Conclusion p. 251 • Reflections four years on p. 252 • 15 Embodied approaches to team coaching Peter Hawkins and David Presswell p. 253 • Introduction p. 253 • The history and focus of three approaches p. 255 • Key concepts p. 257 • Conclusion p. 269 • 16 Developing the personal core capacities for systemic team coaching Peter Hawkins p. 270 • Introduction p. 270 • Systemic team coaching core capacities p. 271 • Conclusion p. 284 • 17 Training systemic team coaches Peter Hawkins and John Leary-Joyce p. 286 • Introduction p. 286 • Learning to be a systemic team coach p. 286 • Designing a systemic team coach training programme p. 294 • Conclusion p. 299 • 18 Systemic team coaching - where next? Peter Hawkins and Krister Lowe p. 300 • Introduction p. 300 • The continuing growth of the demand for team coaching p. 302 • Professionalization of team coaching p. 305 • Accreditation of team coaches p. 307 • Development of research on, and case studies of, team coaching p. 307 • Digitalization and team coaching p. 309 • Team development, organizational transformation and human evolution p. 311 • Systemic team coaching - Bridging the gap between leader development and organizational development. Developing team leadership in Deloitte UK p. 314 • Creating future-fit organizations p. 318 • Conclusion p. 321 • Appendix p. 323 • Biographies of the contributors p. 331 • Glossary p. 340 • References p. 345 • Index p. 359"