| Team Performance Coaching has achieved great outcomes for our clients. We coach the team leader based on interviews and real feedback from the team and key stakeholder. We've worked with several teams to improve role clarity and performance expectations, project systems and relationships. The process is simple and effective. We find out what is really happening and work with the manager to lead the changes required. Team Performance Coaching establishes the readiness for change, required system improvement and development needs. The average time frame has been 4 - 6 weeks using qualitative data, evidence based coaching, systems review and team workshops. Great value for real outcomes. |
Case Studies
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| Case Study One: Response to a Grievance |
| Situation |
| Interdependent has a three-year contract to support all managers in coaching staff and managing staff performance effectively. There was a recent need to work with a manager and his team because of poor team dynamics and the strong possibility of a grievance being lodged by a senior female staff member. |
| Approach |
| The manager was interviewed and his performance agreement discussed. A general review of team performance was discussed with the manager as well as developing an understanding of his satisfaction with his manager's support and the business direction. A coaching relationship for this situation was agreed to. Each team member was then independently interviewed and a draft Scorecard was developed to form the basis of a discussion with the manager. A general conversation with each team member covered the following types of areas: |
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Job satisfaction |
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Role clarity |
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Team dynamics |
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Perceptions of team fairness |
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Perception of management support/interaction |
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Areas for team improvement |
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Career Aspiration |
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What they can do now to improve their working life |
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Overview and invitation to input to this process of team planning and development |
| Key findings were fed back to the manager as a base for establishing a reality for his coaching sessions which followed. |
| A team workshop was held to define how the team was to work and what they were to achieve.This session was effective in clarifying the team and individual roles and clearly stating some specific support and changed behaviour that the team would like from the manager, team members and key stakeholders. |
| Outcomes |
| Follow up sessions were carried out with each team member and the manager to confirm role clarity and performance agreements. A second team workshop, about four weeks after the initial one, confirmed changed work processes. |
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| Case Study Two: Building a New Team |
| Situation: |
| This team delivers operational transport support covering customer service staff and operational management. Most of the team had considerable experience in customer service within the transport service. One team member had no customer service experience and the manager, who had considerable experience in the organisation had no experience in customer service. The aim of the Team Performance Coaching was to support the relatively new team Manager develop the team into a cohesive unit. |
| Approach |
| The Manager was interviewed to gain an insight as to how he saw his connection and impact with the team and to identify any capability or system gaps that he was aware of. This manager had taken the initiative to put in place a number of performance and reporting systems to support the team's decision making capability and accountability. He had never had any formal management training and now reported to the General Manager. The challenges that he wished to focus on were: |
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When to intervene in gossip and more specifically how to manage complaints about team members from other team members. |
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How to make sure that while each team member implements changes and approaches agreed to with their team across the state. |
| Each team member was interviewed and their perspectives gained on these questions as well as on the following: |
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Is the manager fair? |
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Are instructions clearly given? |
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Is the organisation direction clear? |
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Is there any way that you can work better together as a team? |
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What are the skills that you think that you need to develop? |
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What are the skills that the team needs to develop? |
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Are there any risks that you can see to the team performing well? |
| Following the interviews, feedback was given to the manager which he discussed with his manager as there were a number of systemic and team matrix issues. The manager also accessed the Interdependent Careers Management Online system which enabled him not only to review his career but also the ways that he could discuss and develop the careers of each team member. This was the focus of the second coaching session. |
| A team planning and development workshop was held that integrated the vision of the business with key areas for team performance. There was a strong focus on driving change through the business and integrating with marketing and product development functions. |
| Following the development of the team plan each manager agreed that they would carry out similar meetings with their teams. |
| The team manager was supported through a couple of further coaching sessions as he facilitated a career planning and coaching session with each team member. |
| Outcomes |
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Clarification of matrix management accountabilities and processes |
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Career development |
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Business plan development |
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Increased team cohesion supported through rotation of team members into different team roles. |
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| Case Study Three: Developing team performance for change readiness |
| Situation |
| A large financial organisation that has introduced considerable process change and is now undergoing a merger. A change in reporting lines has led to team friction and a lack of confidence in a critical team leader. |
| Approach |
| A Change Planning workshop was held with the team leaders and managers and an approach to the Team Performance Coaching agreed to. Each team member was interviewed and team managers and team leaders were presented with a report that covered the following: |
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Role clarity and values |
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Team dynamics and workload |
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Stakeholder relationships |
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Organisational communications |
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Management style |
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Career path |
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Team leader perspective and capability |
| Further coaching with team leaders and managers followed and it became apparent that a change in functions, role and location was required to manage current risk. The level of change readiness had been established through the interviews and coaching process and a change management plan was put in place with the management team. |
| Outcomes |
| The coaching support continued during the change process as the structural and role changes commenced. This process is still ongoing. |
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