Introduction
In last month’s edition of the Oisin e-Newsletter we took a look at the first three steps of our six step, team coaching methodology. This month’s edition sees a continuation of this discussion as we detail steps four, five and six.
Step 1. Design a shared team purpose
Step 2. Determine the context
Step 3. Develop potential ways forward
Step 4. Decide upon an optimum strategy and address barriers
Step 5. Establish a way to monitor progress
Step 6. Gain sustained commitment
Step 4: Decide upon an optimum strategy and address barriers
Objective:
The team critically evaluates potential solutions and then creates, understands and is committed to the way forward that will best meet the project objectives.
Once a range of potential solutions have been created, the time has come for the team to decide upon an optimal strategy. As stated in last month’s article, it is likely the optimal solution will contain components of several potential solutions created in Step 3 (Develop potential ways forward).
Whatever solution is agreed upon, real or perceived barriers must be addressed. It is important to be aware that the solution to one barrier may affect another barrier, or indeed, create a new barrier. As such, it is critical that the coach help to harness the collective expertise of the multidisciplinary team by encouraging participation and insightful thinking.
Again, a principle benefit of having a coach lead the team to the development of the optimal strategy is that the team has a shared vision of the context, clarity around the strategy and insight with regard to how barriers will be dealt with. This collective understanding will minimise misinterpretations and lead to a more streamlined execution of the strategy.
Questions a coach might ask to assist teams create an optimal strategy and address associated barriers include:
- Is there an option that seems the most appropriate?
- Do some components of individual strategies appear particularly useful?
- How will this option lead to the achievement of the goals listed in the team charter?
- What will be the consequences of executing this strategy?
- Will certain parts of this strategy create barriers that are difficult (or impossible) to work around?
- How could we improve this option so as to eliminate some of the drawbacks?
- What if it doesn’t work?
Step 5: Establish a way to monitor progress
Objective:
The coach helps the team determine a method for measuring execution of the strategy.
Once an optimal strategy has been decided upon, it is important to create a method for tracking how well a team is moving towards their objectives. A coach can help identify the key factors governing its ability to achieve its goals by facilitating the design of a measurement system. This measurement system can be used on a regular basis to review progress, identify opportunities for improvement and learn from mistakes.
Metrics and measurements may be viewed as a time consuming activity with no real benefit, however this is just what is required in order to create and sustain high performance team work. Teams must know if what they are doing is effective and if they are on track to meet their goals. If they are not on track they need to know this and more importantly, they need to know why they are not on track so that they can modify their performance, get back on track and achieve their goals.
Questions that a coach might ask during Step 5 may include:
- What criteria will you use to judge your progress?
- What criteria are missing from this list?
- Do the metrics accurately measure performance and support critical success factors?
- Do the milestones support accomplishment of the project?
- Is the schedule/timeline sufficient to finish the project in a timely manner?
- Who will be responsible for recording performance measures against the metrics, both for individuals and for the team?
- Will a self-measurement process suffice or is a more formal process required?
- How will results be shared with the team?
Step 6: Call to action
Objective:
The team is clear about and genuinely committed to carrying out the action steps required to achieve their objectives.
At the conclusion of the process, the coach can help ensure that team members are clear about what the team is setting out to accomplish and committed to moving forward in a specified manner. During this step of the process it is the role of the coach to ferret out any lingering misconceptions, misunderstandings or doubts regarding the strategic direction that the team is to take.
Similar to the team charter, it is suggested that the final strategy be formalised it writing in order to clearly state the strategy and cement alignment.
Questions a coach might ask to confirm a teams understanding, alignment and commitment include:
- Have roles and responsibilities been determined for all team members?
- Are all team members in agreement? Are you sure?
- On a scale of 1 to 10, what is your degree certainty that this strategy will meet the project’s goals?
- What are your next steps?
Conclusion
Clearly the power of teams to develop effective solutions to complex problems brings with it a range of challenges that must be effectively managed in order to guarantee successful outcomes. The coaching process presented in this article serves as a starting point to ensure that teams address factors critical to achieving high performance.
If you would like more information about how coaching can support high performing teams, please contact one of our consultants on (03) 9818 5667.
