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Team Coaching Success: Improving Observable and Measurable Impact

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Exercise evaluating impacts in team coaching using the AQAL model:

Think of a recent team coaching client and imagine yourself walking into the first (UL) Individual-Interior quadrant of your client and circling right (UR) Individual – Exterior and back to bottom (LL) Collective – Interior and finally (LR) Collective Exterior, mapping this as a unit for the collective:

– As you enter each quadrant see, feel, sense yourself addressing the coaching alliance from each perspective:

* What are the individual patterns of competing commitments of the collective (UL)? What do you sense as their common individual beliefs/perceptions and as a collective unit? What would improve the collective emotional DNA of the team?

* What leadership competencies (i.e., managing conflict) have you established in the team coaching agreement (UR)? What are the key strategic activities that the team needs to allocate to individual team members?

* What is the purpose and desired values/operating principles of this team (LL)? What is the informal power structure and politics within the team? What rhythm does the team have?

* What are the interdependent measurable KPIs objectives as a collective (LR)? What are the key strategic goals that the team needs to own as a whole?

– What is your preferred team coaching quadrant? Do you always start with the (UL) – Individual Interior world of the team leader? Do you spend most of your time on the (UR) focusing on the “what” of team performance? Or, do you prefer to coach on the “how” of team process (LL)? Or, work on the team structure and design (LR)?

As learning capability is critical to teaming and a big part of the role of team coaching is to accelerate learning, I find this change journey mapping a useful exercise in setting anchor points, co-creating the relationship and establishing the coaching agreement with my team clients.

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