The ability to build a coaching culture in an organization is key for success in an everchanging world of work, where automoy, change and innovation is required. What are the core skills behding coaching? Here’s this week’s Flashback Friday where I look at 4 core foundations for any coaching process –
​
​Many different activities get labelled coaching in today’ environment. Today’s post shares four foundations of the coaching approach. Whether we are coaching others as leaders, or work a an external or internal coach, these four foundations ground the variety of approaches which fall in the category of coaching.

1. Accountability – accountability is at the core of any coaching process. Coaching is not just about having a conversation, it is about taking action. Coaching is an approach where the person being coached is responsible for taking action. Accountability in coaching does not mean telling someone what to do.  If the person being coached does not want to be in the drivers seat than coaching as a modality is probably not the right fit or solution for that conversation.

2. Goals – Coaching is about getting results. Each coaching conversation will focus on a goal – articulated or not. Perhaps someone wants to become a better public speaker or more effective at managing their range of emotions at work. In coaching,  It can be good practice to start the conversation by asking what the goals are for the coaching conversation. You’ll want to also connect these goals with the goals in the bigger picture. Finally, best practice is to wrap up by asking how did we do on our goals today.

3. Coaching is not about fixing. There often is a misperception that coaching is to “fix people’ or a remedial approach. In fact, the coaching philosophy is grounded in the ability of each person being coached as being resourceful (able to effect change), and  creative (able to come up with their own solutions). The role of the coach is to help the person being coached discover these answers or connect with others who can help them do that. Most coaching models are grounded in an appreciative standpoint.

4.  Coaching is not a one off conversation. Coaching is not about a one-off conversation. If supports a process of change which takes placer over time. The ability for the coach (internal, eternal or leader ) to circle back and check in is critical.

While there can be many different models of coaching, and different contests (i.e. individual coaching, team coaching, group coaching) most all are rounded in these coaching philosophies. If not, what is probably being  labelled coaching, might not be. For more information check out the International Coach Federation, the global body governing professional coaching. You can find them at www.coachfederation.org.

Have a great Tuesday,
Jennifer

Jennifer Britton
Potentials Realized | Coaching Team Leaders
Author of From One to Many: Best Practices for Team and Group Coaching
Team and Leadership Development | Coaching | Retreats.
Follow us on Twitter @Teams365
Phone: (416)996-8326
Contact us by email to set up a time to discuss your coaching needs

As we step into the fall it’s a popular time for teams to get moving. In preparation with your planning, here are some things you will want to consider in your design.

​Let’s take a look at what I shared back in Teams365 #79 – 
https://www.potentialsrealized.com/teams-365-blog/teams-365-79-designing-a-powerful-corporate-retreat

The Ability for Team members to be able to harness the diverse talents and perspectives in a team is key for success. That was the focus of Teams365 #909, which I wanted to revisit today. I hope you will enjoy reflecting on these questions:
​
Teamwork Foundations – Working Across Differences: https://www.potentialsrealized.com/teams-365-blog/teams365-909-teamwork-foundations-working-across-differences 

It was only a year ago that I introduced the Group and Team Coaching Superpower Quiz. Since then thousands have taken the quiz to learn more about their unique coaching style. Since 2006  I have been involved in training leaders, and coaches, in scaling their coaching conversation to many – groups, teams and individuals. 

Here’s what I shared last August in Teams365 #3194:
https://www.potentialsrealized.com/teams-365-blog/teams365-3194-whats-your-group-and-team-coaching-superpower 

Do you coach groups or teams? If so, be sure to check out the group and team coaching superpower quiz. It only takes two minutes to complete and it will highlight for you the one of five superpowers you are likely to bring to your group or team coaching conversations.

Take the quiz now!

Our coaching superpowers influence:

How we coach

The type of questions we ask

Our “go-to” approaches and techniques used

As a group or team coach it is important to expand our range as a group or team coach so that we can meet the diverse needs of the varied clients we support in a group or team coaching conversation.

It’s also more likely that we are co-coaching in team coaching situations so this quiz is valuable in expanding your awareness of each other’s stlyes and how they interface.

After taking the quiz, you’ll be able to book a 15 minute conversation to discuss your style with myself or my team. Book your call now!  

Looking forward to the conversation!
Jennifer

Onboarding is not always a primary focus for organizations today, but it plays an important role in getting people grounded and connected with the culture of an organization. As we move into fall in another month, shifting the focus to getting people RE-BOARDED, is an opportunity which many organizations overlook.

The focus on onboarding and re-boarding team members for success was the focus of my 2021 book, 90-Day Guide for Success. It’s been embraced by organiztions large and small as a self-coaching guide to support the oboarding and reboarding process.

So what’s important about onboarding? Let’s take a listen to some of the core areas in a 2021 Remote Pathways podcast episode – Listen into  Episdoe #47 here - https://www.remotepathways.com/podcast/ep47-onboarding-and-reboarding-in-todays-evolving-workspace 

Here’s what I shared in an earlier Teams365 Post - #2865 - https://www.potentialsrealized.com/teams-365-blog/teams365-2865-remote-pathways-podcast-onboarding-or-reboarding-in-todays-evolving-workspace-think-hybrid

This week’s focus on the Remote Pathways podcast is on our latest episode #47 where I share Onboarding or Re-boarding in Today’s Evolving Workspace. This episode has been especially shaped by the many years spent in my former career in supporting staff with onboarding or re-boarding. Right now, the world is also going through a massive opportunity of re-boarding to their roles, especially as workspaces open up.

This episode has also been inspired by my latest book, the 90 Day Guide to Success: Pathways to Thrive in the Virtual, Remote and Hybrid World, an onboarding and re-boarding guide for those re-entering the workplace, or for those that just want a 90-Day Sprint! Pick up a copy of the 90-Day Guide for Success at Amazon - https://www.amazon.com/90-Day-Guide-Success-Pathways-Virtual

Take a listen into Episode 47 of the Remote Pathways podcast here - https://www.remotepathways.com/podcast/ep47-onboarding-and-reboarding-in-todays-evolving-workspace
 
What’s important to note in your workplace right now?

What are the conversations you want to have?

Join us weekday mornings this fall from 7:30 -8:00 am ET on Clubhouse or on zoom as I take a look at one of the many daily themes of the 90-Day Guide for Success https://www.amazon.com/90-Day-Guide-Success-Pathways-Virtual

Saturday Aug 5: Weekly journaling Prompt – What’s going to support you in reboarding?
We’re a month away from labour Day which often marks the return to work routines for many across northern climates. Yesterday I shared a link to the Remote Pathways podcast episode 47 on Onboarding and Reboarding in Today’s Evolving Workspace.

Two years ago I released the 90-Day Guide for Success, a self-coaching guide for those onboarding and reboarding in the evolving workspace. I think it’s as relevant today as it was then! Check it out on Amazon –

Today’s Weekly Journaling Prompt is  What’s going to support you, and be the focus for you, in reboarding this fall?

I hope that you will take 15 minutes to write down whatever comes to mind and then share this with your supervisor and or mentor!

Just before the start of the pandemic in early March 2020, I found myself sharing the 7Cs to exceptional work performance with a group of HR professionals in Hamilton. Little did we know what was around the corner. These 7 Cs are as relevant today as they were then – I thought it would be valuable to reach back to these and share them as a reminder. How are you doing with all of the 7 Cs?

Let’s take a look back to Teams365 #2741 – The Remote Work Enablers are also the Hybrid Work Enablers (AND the IN- Person Work Enablers too!)
https://www.potentialsrealized.com/teams-365-blog/teams365-2741-remote-work-enablers-are-also-hybrid-work-enablers

Here’s what I wrote:
In February of 2020 I released the Remote Working Whitepaper. In it I shared 7 Remote Work Enablers, each an essential ingredient for remote work success.
As many organizations move to the even more complex hybrid work environment, I thought it would be a good idea to revisit these as a reminder. As you consider where you are with you work, what do you notice?

​In the Remote Working Whitepaper, I released earlier this year, I summarized seven of the areas I consistently see as things that help, or enable, exceptional performance in the remote space. As a former remote leader myself for many years, I knew that these things were always areas to check in around first, to see if perhaps, one or more needed attention, clarity or modification.

Whether your team is now working remote all the time, or for just this period of time, it can be useful to focus in on these 7 areas which I like to term Remote Enablers – The 7 Cs. Here’s an excerpt from the Whitepaper which you can pick up a copy HERE.
 

What’s different in the remote space?
Copyright 2020 – Jennifer Britton, Potentials Realized. All Rights Reserved
Remote teams operate across distance, time and culture. This usually requires enhanced skills in communication, boundaries, clarifying assumptions and being able to navigate the diverse preferences, cultures and ways of working of a global team. What is not clear or visible can become a challenge or pitfall for a remote team.

What ingredients enable exceptional remote work? I like to call these the 7 Cs which anchor exceptional remote work – Communication, Clarity, Connection, Culture, Consistency, Community, and Collaboration.

Communication is likely to take place along different channels, and at different times of day. The communication realm of the remote space may include phone, text, instant messaging, email, video streaming calls, and messaging across multiple apps like Slack and Trello.

The challenge with communication is that is often has no context - we don’t see “what’s beyond the screen”. Many times, we don’t have the visual cues that tend to make up the majority of regular communication messages.
On top of this, communication can vary across both geographic culture (some cultures are more direct than others), and industry culture.

Finally, we have our own individual preferences to communication. As a Gen Xer, I may prefer to have communication bundled and emailed to me, rather than up in the Cloud. Taking time to understand each team member’s focus and preferences is critical to remote work. Conflict may emerge for a variety of factors including different styles, lack of clarity, misunderstanding or interpreting instructions differently.

Connection with others helps remote work and includes connection to others inside and outside the team and understanding their work. Remote team members are likely to be part of matrix relationships, where they report to, and are part of, multiple teams. Matrix relationships offer another layer of complexity and opportunity in this work. Connection also means understanding how our work fits into the bigger picture, as well as fits into the bigger context of others work. Given the isolated nature of remote work, proactively focusing on connection is important. Take a look at the Remote Working Myths for more on this.

What can you do to create more connection across the team? Beyond the team?
Clarity is one of the most important enablers. This involves clarity of focus, clarity of priorities, clarity of expectations, clarity of roles and clarity of responsibilities. In the remote space, we need to make things EXPLICIT, and be regularly exploring our ASSUMPTIONS.

What clarity is needed for team members to do their best work?
Team culture becomes even more pronounced or diluted in the remote space, so a focus on this can bereally important, especially when people are part of multiple teams. Culture is “how we do things here”.
Culture encompasses both visible (behaviors, language, artifact) and invisible manifestations (norms, values, basic assumptions or beliefs).” – Rosinski, 2003, p 20.

In shaping a culture there are the things we can see and help to define us (our taglines or the way we start meetings) and there are things that we don’t see. Team culture can remain very diffuse and not clear in the remote space. Taking efforts to clarify and intentionally shape what team culture is, and how we do things, becomes paramount for remote team performance.

Consistency is also key when we are dispersed or operating in different locations. It’s consistency of messaging, practices, and the way we do things. For example, every Monday we meet at 7:30 am ET, regardless of how many people can attend live.

Community – Remote Workers are hungry for connection and community. What are you doing to build a sense of connection and identity across your team or organization?  Community can range from boosting communication across internal social platforms to interactive virtual lunch and learns.

Collaboration – Collaboration is an essential skill set when we work remote. As you’ll see in the remote work myth of “no person is an island”, we still need to place an emphasis on relationships. Who do you need to collaborate with in order to get things done? What can you do to collaborate better? Where are
those collaboration windows and requirements?

Connection – Beyond community, how are we connected? What are the process pieces which help us do our best work? What type of communication exists? What helps bring people together on a regular basis both formally, and informally? Across a team and between teams?

End of Excerpt – Remote Working Whitepaper: When You Need to Get Up to Remote Working Speed Quickly. Copyright 2020, Jennifer Britton, Potentials Realized
 
Pick up a copy of the Remote Working Whitepaper for yourself here.
 
As you consider your work right now, and your work going forward, what is important to note?
​
Enjoy your reflection!
Jennifer

It’s time for another month in review and monthly planning session, as we round out the month.

1. As you reflect on June, what have been your successes and accomplishments?
2 What are you most proud of?
3. What successes this month do you want to duplicate? What has been some of your key learning?
4. What key relationships have helped you so far this year? Which ones need more attention?
5  What has helped your successes? What has hindered?
6. What does your team need to be acknowledged for?

As you look to July, consider these questions:
1. What are your key priorities for June?
2. What are the key goals?
3.  What are the major priorities?
4. What will you need to place attention on?
5. What changes do you want to make in July?
6. What resources do you want to tap into?
7. By the end of the month, what do you want to make sure you have completed?

Enjoy your reflections and happy July!

The topic of collaboration continues to be a major argument in the Return to Office debate. Regardless of whether we are in the office, working hybrid or still working from home, one of the major lessons of the last few years has been that relationships and collaboration is critical for success.
This is a theme of my recent TEDx Talk – Coaching Teams Through Chaos – The WHAT and WHO – You can view it at: https://www.ted.com/talks/jennifer_britton_coaching_teams_through_chaos
Collaboration has been a HUGE theme of 2022, especially with the return to office, and many CEOs eschewing that collaboration can only take place in-person.  AS the CEO of an 18 year old virtual business I feel that collaboration can take place ANYWHERE, as long as we are intentional about it. Collaboration doesn’t just happen. It takes time, conversation and INTENTION.
 
With this in mind, I thought it would be valuable to check out Day 55 of the 90-Day Guide for Success, which focuses on Collaboration. Here’s what I wrote:

Focus Question:
Where can partnering or collaboration support you in creating a better product or delivering a better service?

WHAT?
As a solopreneur, we may hold a myth that “I need to do it all alone.” While you may be choosing to run a solopreneur company, it may not mean that you have to do everything alone. Maybe you are building a team of part-time or full-time workers or are looking to bring different people onboard as subcontractors for specific projects. Regardless, being able to build your team is critical.

The benefit of collaboration is that 1 + 1 = 3. Translation: we are able to create more by working together than by working alone.

At the heart of collaboration are the following behaviors:

• Trust
• Candor
• Connection
• Flexibility
• Self-awareness
• Working across differences
• Relationship development

As you grow your team, key themes to explore include:

• What do you want to delegate, and to whom? Check out posts on the Teams365 blog on delegation for additional inspiration and information on this topic.
• What does grow your team mean? Is it a full-time, part-time, or subcontractor role?
• What type of support do you need? Spend time today making a list of everything you need.

SO WHAT?
Just like many other activities in the remote space, it can be important to plan for your collaboration. You will want to set intentional meetings before, during, and afterwards to discuss some of the questions you’ll find in the text box.

As a team we also need to collaborate—with each other and across our team, as well as with others outside of the team.

Consider these questions:

• What do we need in order to excel?
• What will help us be at our best?
• What is going to be the major challenge for the year ahead? The major opportunity?
• What development opportunities do we want to build in (retreats, team coaching, mentoring etc.)?
• What requests do I need to make of you right now?
• How will we measure our success?

And, as a bonus:

1. ​What will help to expedite or magnify what’s working?  

​
(EXCERPT: Jennifer Britton, 90-Day Guide for Success, 2021, Pages 326-327, All Rights Reserved).

Enjoy the reflection and the conversations!
​
Jennifer

The ability to work across differences is a critical skill set for today’s hybrid and matrix environment. What are you doing to build everyone’s muscle around Working Across Differences?

Here is a past post I wrote awhile ago entitled “Three Ways to Help Your Team Work Across Differences”. You can find the original post here.

“Recently we explored conflict and teams and several of the reasons why teams experience conflict, along with some practical areas you can explore. Take a moment to read the post here.

In today’s post we are going to explore three tactical things team leaders can do though help teams work across differences.

1.       Help team members develop self-awareness around their styles and impact. While a team leader may not be doing this themselves, take advantage of different resources which exist in your organization to help team members develop further awareness about their strengths and styles. This might involve undertaking an assessment such as the DiSC or the MBTI. It might also involve doing work around strengths. How well do team members understand their strengths? Their impact on others.

2.       Support the team in developing a common vision. In working effectively across differences, it is important for all team members to know the common ground they are all aiming towards. Even if there are differences in the work you do, where do you all want to be – three months from now or later this year…?.  Take some time to work on developing a common vision. For ideas on this, check out one of our past Teams365 Team Leader Breakfast Café Calls
​
3.       Help the team understand what’s at stake – Why is it important to be able to work across differences? What’s the cost if the team can’t work well together? What impact will it have on relationships? On results?”

Have a great weekend,
​Jennifer

​

For more than a decade now I’ve had the privilege of leading coaching skills training - for leaders, professional coaches, HR professionals and trainers all over the world. The art of asking a powerful question is core leadership skill.

Powerful questions are not designed to “figure things out” for yourself, rather geared to provide an opportunity for the person you are talking about to expand, get clearer, or articulate on what is important to them. Powerful questions may also provide the opportunity to challenge assumptions, reframe perspectives, and support more focused action. Powerful questions create the “power of the pause,” a breathing space in today’s often frenetic environment.

In today’s world of teamwork, sparking rich dialogue across the team is no longer a ”nice to have” but a necessity. Our role of leader is one of enabler and supporter to our team members. Creating an environment where they can focus their attention and expand on their awareness is key to high performance. Understanding goals, strengths, enablers and derailers is key for all team members.

On a technical side, powerful questions open up the space for people to explore, look at things in different ways, and are usually short and concise. Note the impact of shorter questions in your conversations with others, rather than questions which are long-winded or stacked (when two questions are asked at once). When stacking happens it is likely that the people you are speaking with might ask you to repeat it or ask for clarification on what you are asking. Short questions are usually only five or six words in length.

Finally, the way we ask questions also shapes the conversation, and impact of it. Questions which start with “What” open the space for articulation, or exploration. “How” questions may put people into thinking about process. “Why” questions are powerful when trust is high and you already have an established organizational culture of asking “WHY”. In cultures of low trust, “Why” questions may put people on the defensive and have the reverse impact of shutting down the conversation.

One activity which can be useful is to develop a list of questions which you can use in upcoming team conversations. As seen in this list, powerful questions can serve many purposes – to focus or expand, to challenge or to clarify. While you would never use all these at one time, here is a selection of my favorites:

1. What’s your most important goal right now?
2. How does this goal connect with others? (other team members, KPIs, organizational goals etc)?
3. What’s really important about that?
4. What could get in the way?
5. What additional support will help you be successful?
6. What perspective are you in around this?
7. What’s another perspective around that?
8. What else?
9. 3 adjectives that describe….
10. If you were to make one change that made the biggest difference, what would it be?
11. What is the one action you want to undertake in the next 24 hours?
12. What impact would it have?
13. What’s aligned?
14. What’s not?
15. What would “wild success” look like?
16. What will help you focus?
17. What’s your vision?
18. What’s at the core?
19. What’s the flip side? (or What’s an alternative to that)?
20. Who is an ally for you in this?
21. What assumptions are you making?
22. Imagine it is now 5 months down the road. How will you know you’ve been successful?

Activity:  This week notice the impact your questions are having in different conversations. What questions do you find to be most powerful with each person?
​
This post was originally published as a LINKEDIN post.

​