Most people know when they’re facing adversity. They recognize the physical or emotional symptoms, the uncomfortable events that lead to frustration, or the way people around them tiptoe around the issue.
They often don’t know how to articulate the source of the problem and, as a result rarely explore manageable and realistic solutions. Sooner than later, they drift away, disconnecting themselves from what used to be a meaningful and satisfying role. When actions fail to achieve the desired outcome, a change of mind-set must be considered.
Individual coaching compels the leader to stop and reflect: recognizing behavioral patterns, qualifying relationships, and measuring his/her performance.
Positive changes will occur based on the leader’s willingness to:
Practice self-reflection and gain perspective (maturity)
Recognize personal strengths and limitations, accomplishments and shortfalls, successes and failures (humility)
Explore alternative approaches, tools and opportunities to mind re-setting (curiosity)
Implement those new tools and seize those new opportunities to practice changes (courage)
To become an accountable leader:
Know yourself – witness how you’re evolving and what distinguishes you from the crowd
Seek feedback – reach out for honest confidants who care about you
Articulate your life mission – find your purpose and act it out
Define your priorities regularly – know what truly matters in that moment and adjust accordingly
Find your balance – stay physically, emotionally and intellectually fit
Cultivate energizing relationships – be part of and contribute to different communities
Avoid defining yourself only through your job – invest in your other roles
Team Coaching’s main purpose is about fostering better teamwork on tasks leading to team results. It is not about improving members’ social interactions or interpersonal relationships even though members will candidly express, when asked to identify what they’ve gained from the experience, that they enjoy working with each other much more than they did in the past.
Team coaching enables members to discuss and debate ideas in order to clarify the purpose, goals and objectives. The process encourages the development of trust as members get to know each other’s strengths and weaknesses. Parameters, rules and guidelines are established at the beginning of the first coaching session, ensuring safe dialogues.
Individual accountability is crucial for successful outcomes. When members commit to a clear team mandate, they’re most likely going to focus on and implement agreed decisions by holding each other accountable. As a result, efficiency is improved as well as team morale.
The Herrmann Brain Dominance Instrument (HBDI) Team Profile is the first exercise the team experiences. Combined with tailored activities, it generates a new creative energy leading to new possibilities.
Team coaching/activities work best when:
Team members face a common challenge that has huge impacts on team morale and productivity.
A team has been working together for a long time and needs to inject a new energy and purpose to the collective thinking.
A team leader is disconnected from his employees’ needs and expectations.
Team members have been working solo for a while and need to reconnect with the pack
Geography and time zones hinder communication and complementarities
Important decisions are at stakes and every must be onboard
A leader wants to ensure people’s commitment to a new project before implementing it
A leader wants to address personal accountability and individual contribution to team results
Trust and safety have been violated and the team needs new parameters to reinvent itself
A team wants to celebrate one or several team accomplishments in order to build their future on the momentum
A team wants to learn from its past experience after an arduous project (post-mortem)
Any team member sees the importance of optimizing the unique potential of the team
Facilitation is all about process – the HOW. While the facilitator’s responsibility is to guide and enable a group to achieve their own agreed purpose, the members of the group are responsible of the content – the WHAT. Group facilitation is ideal for teams, organizations, networks and communities.
For example, co-development is an efficient learning approach experienced by a group from the same management level because the process is led by a facilitator.
As a dynamic approach, co-development allows participants, generally managers, to share and discuss their managerial challenges with their colleagues who play the role of consultant-coaches to explore possible solutions.
An experienced facilitator guides the group conversations in order to clarify objectives, identify progress indicators, obtain individual commitment, respect thought diversity, and establish mechanisms for follow-up. During the workshops, the facilitator must be able to present, if needed, models or synthesized theory in management or human dynamics, to help participants better understand the issues being discussed.
A facilitator makes the process easier and more convenient, ensuring maximum cooperation and collaboration so that everyone participates in their own ways in making decisions that impact them.
Does not get involved or takes side in the content of the deliberations for making decisions
Believes that each individual has an equal right to participate in the decision-making dialogue
Encourages everyone to express their viewpoints as part of the collective intelligence
Does not support any aggressive behaviors such as intimidation, bullying and threatening
A facilitator’s code of ethics includes:
Establishing a clear mandate with the client so the objectives and respective roles are understood
Designing appropriate processes and approaches that best suit the group
Respecting each group’s culture and independence by aligning the process to its values
Creating a safe environment where team members can speak freely knowing that their boundaries will be respected
Ensuring trust and equity among all participants
Bringing knowledge and expertise that pertains to the process only, not to the content of the discussion
Ensuring confidentiality of information: reporting content of group discussions and opinions of participants only with the consent of the group or individual
Remaining up-to-date in field of expertise as well as ongoing personal development
Themes vary on the client’s unique needs.
Groups do not exceed 12 people
Powerful sessions last 3.5 hours
Workshops comprise one to several sessions, depending on the topic and the group’s interests
Sessions are dynamic; participants are expected to be active
Popular topics: Personal Accountability – Effective Communication – Introduction to Management – Leadership Vs Authority – Holding People Accountable – Conflict Resolution – Team Building
Explore Self First – The Foundation
Have you ever thought you’d like to become more efficient and effective? Learning to use your Whole Brain® and not just the parts with which you’re most comfortable can put you on a path to improved self-awareness, self-esteem and career success.
To get started, all you have to do is assess your own thinking style to determine which of the four quadrants of the brain with which you’re most comfortable thinking by completing the Herrmann Brain Dominance Instrument (HBDI).
The HBDI is a quick, easy-to-take survey that registers and interprets your thinking preferences. For some, taking the HBDI suddenly identifies a lifetime pattern of personal and professional choices.
For others, it sends signals as to which area of interpersonal growth cries out for development.
Then Explore Others – The Application
Applying Whole Brain Thinking™ to pair and group of 4 or more people addressing team issues for improved performance.
Specific pair/group objectives are addressed (e.g., communication, team building, conflict resolution, decision-making process) through workshops, consulting and tailored products with the goal of helping people learn to think with their whole brains, not just with the parts with which they feel most comfortable.