Team Coaching IOC Conference at Harvard University

I'm Alexander and I'm Amy and we are your hosts for the next 90 minutes and we're thrilled to be here I'm just gonna add on to Jefferson and thank you so

much if you want to find out about us of our firm just go to current tests comm you can do that why we're excited to be here is the invitation was an honor to

receive the work is incredible and we're happy to be with like-minded people who are looking to figure what this is and we're looking to partner we are one voice in this field this emerging field

which is getting a lot of demand it is one voice a singular voice but there are many voices out there we come here with some humility with an idea a set of ideas that we're going to share and have

you engage with but we definitely know we're not the only ones so part of today is also to hear from you for you to see us and maybe afterwards to figure out ways that we can all work together to

bring this field into the limelight is that fair yeah great the way we're going to run the day is actually we thought we'd sit up here and do slides for 90

minutes and we thought no now with the caliber of people in this room that felt like maybe a waste so we're going to try a little something different now because

team coaching is such a high wire act we thought let's just do a high wire act let's put our money where our mouth is and try it out because we're going to do we're going to do this in three parts

we're gonna do a piece called overview basic concepts basic ideas give you an idea of what we define as team coaching in the model push it back on you know do a little bit of work and then we're

going to actually do two more pieces a piece of work that we call sensing and a piece of work that we call making moves and for that we're gonna run a role play you're gonna get to engage watch observe

work with each other see what you see feed it back to us so the entire time we're gonna bring you in is that okay we figure it's more enjoyable you're more engaged and we can learn from you

as well is that cool all right you ready to go okay so deep breath

and one out mm-hmm another one and now let's do a third just okay so we're gonna start there's a bit

of material and just do some definitions and then get you working a little bit together one of the issues we've been running across over the years and now we're talking 25 years in this field

hundreds of teams around the world 30 countries we're talking teams and NGOs nonprofit commercial government from Africa to Russia to South America we've

been on the factory floors and the shared service centers and the Executive floors with the teams every week we're with teams one thing that's happening in the field is there some confusion about what this means there's a real confusion

about what is team coaching and it's all mixed up and practitioners are trying to sell it in a certain way and clients don't understand what they're buying so we were part of the confusion in the early days we were adding to the

confusion because we were mixing it all up as well several years ago when we launched our certificate program we said let's get clear so here's what we came up with we believe there's a field called team development or team

effectiveness or whatever you want to call it and it's an umbrella and in the umbrella there are a series of modalities we call them modalities it's a good word most of our clients get it

now by the way in your binders you have these slides this is a different version that are more screen friendly okay just so you know the modalities help because they start to separate out the different

types of work we do in service to teams we think of four modalities consulting facilitation training and coaching just make sense to you and they're very

different right they're different and useful in different contexts and you need to use them with an eye to outcomes different modalities serve different outcomes and you get these mix ups right

you have a team that wants to get some work done on a process and you bring in some training and it's not right right and so we have to figure out what is what and we've spent some time in this

because we have found that our clients are confused we needed the clarity so far so good okay basic definitions these are not laborious but let's go consulting for us

is typically assessments followed by recommendations expert advice best practice let me tell you sure you teach you good work clients needed nothing wrong with

consulting but it may not be enough then you get facilitation let me walk in and take you through a step-by-step process to produce a racy charge some goals what have you and I'm going to take the pen and guide you break up into groups

subgroups post-it notes how many of you do that work all right it's good stuff needed it may not be enough there's training which is truly the learning curriculums reading write the

instructional design typically a simulation analogies skill building trainings good a lot of teams need how many of you do that and you could put team building in there too right so those are the three that we knew and we

like to differentiate them and when we work with teams we like to put on the hats I'm wearing my facilitator hat we'll say and I'm gonna put on my coaching hat the clients listening

shifts as the hats get moved around clients have told us that's really cool when you do that because now I know how to listen to you differently does that make sense okay so we're interested in coaching so what is the coaching

modality this is our point of view and just one point of view here goes team coaching for us first of all happens around real work this is when you move out of the simulations or guiding the

process and you watch the team actually do its work the budgeting process the operational review the strategic planning the manufacturing floor redoing their quality metrics you're there

watching them and you're observing the real work it is real it's not simulated and you're observing - you're taking real-time data and we're going to talk a bit about that today you're capturing data you're codifying you're creating

narratives you're trying to understand what's happening as you watch them interact and behave and work does that make sense and you're looking for this

is a big word the patterns now we took a long time to find this word patterns our clients love the word they adopted almost instantaneously oh there's our

pattern again they look at their patterns of patterns of behavior the patterns of language the patterns that have them do and now do what they need

to do or not do and then we jump in and ask them questions about the patterns or we feed data up

then we let it go it's not ours to fix it's not ours to drive we let it go and they work it and they find their own solutions while they're doing the real

work now when they're doing real work they're apertures for us are very small imagine a heated merger and acquisition and you want to jump in with a little

coaching you have this much room so the moves are simple and concise we jump in they get it and they move in the flow of their work and that's what creates the breakthrough because they do something

about it is that make sense okay great therefore it impacts outcomes the outcomes get impacted because the work we do is based on the team achieving those outcomes they've been stuck in

decision-making they can't quite get it we call it out they say stop wouldn't you do make the decision they actually make a decision and there's a return on investment that's worth a lot right there even though you were silent for an

hour up until that point people are watching you though they're timing you how much are we paying this guy one hour has said nothing that takes a lot of

fortitude for those of us who place our value on the amount we dispense makes sense yeah okay finally we do believe it's a play on sustainability there is

sustainability that happens because it's in real work because the move was made because they moved it over is that clear for folks any questions that's a very

quick overview we wanted to keep it yeah quick yeah we'll do that afterwards okay so just hold that all right so we're gonna do yeah one more

right so we're gonna get to that to hold that well that's an important conversation okay we'll bring that towards the end when we talk about moves okay so yes I want you to do find three

people to talk with it's called the fast chat do that now little groups of three okay now

here's the thing we are actually going to not do a lot of plenary feedback or a lot of questions we're going to keep the questions till the end to move this we're going to keep the debriefs in

these little fast chats these fast chats are 1 to 3 minutes there's no report out this is a chance for you to talk there's the question you have two minutes which

modality have you experienced the most often what do you know best of these for ready three minutes ago two minutes ago [Music]

okay good enough all right here we go so short little fast chat I'm sure there was a lot of conversation there quick show of hands who's experienced

consulting the most raise your hands facilitation yeah training and coaching it's nice mix fewer in the consulting side that's interesting alright good so

we're gonna move forward and we're gonna keep driving is this pace good okay good so here's the model we're gonna share with you now you can imagine that before we get to this point which is what we do

and we're in a meeting a lot has happened there's been staging and sponsored conversations and contracting and proposal writing and interviews and a lot to get to the point when we're in that meeting in air here we go this is

the model we use when we're in the meeting so we're jumping forward it's that cool okay so the model does look something like this it's very simple actually

there's this move we call sensing it's a movement we're always sensing we're constantly sensing picking up data watching looking codifying looking sensing across a broad

array of variables work processes behaviors cymatics language each of us has our own natural tendencies don't we as we sense we then jump in to make

moves and we make those interventions we don't like the word intervention it's a little clinical for our clients feels a bit like what are you doing intervention that sounds weird making moves is also weird but then we

say it's like chess playing chess oh I get it it's not the other thing right and we believe that this this art and science

requires a fundamental work on being there is a state of being that's required to be in that place for that minute that long the time you are there

observing making these moves and it can be very tiring but also very dear ailing for you personally our gremlins as we talked about at Georgetown they come up we get knocked

off we get tired so State of Mind self regulation presence and coherence are important a lot of work needs to be done in that field to be able to do this game that makes sense I mean I know

personally all it takes is one person to give me a wrong look and I'm already into boy they hate me land have you been there then the next 10

minutes is spent in self-loathing which leads to my prevail uation that I'm a loser and then actually actually exit

the Klein and go back home am I the only

one I need a coach I'm just being honest this happens this happens we have to

self-regulate in the moment a lot as we get derailed it's that cool but we're not gonna go to being today there's a lot of being work being done we're going to sensing and making moves all right so we're gonna start with sensing I'm gonna

introduce it that I'm going to hand it over to Amy who's going to prepare you for your first little activity sensing again is the work of noticing and

observing the team as it engages in its real work that's what it is that's all it is for now is that cool and with that

Amy all yours so we're gonna spend a good deal of time in this session on sensing this is a silent practice so it's not as visible to our clients as

when we're actually stepping in and making moves but it's every bit as important and in some ways even more so a big part of our value as team coaches

comes from our ability to perceive notice see what our clients cannot see in themselves Alexander mentioned the habitual patterns that our clients are swirling

in I've been swimming in these and they can't see them so our ability to come in from the outside and notice that so that we can bring it to them

is of great value so as we've said we could stand up here and just present to you and teach you many interesting frameworks and tools for an hour and a half we decided instead to dive right

into the experience we're going to do that by means of a case a role play we'll do that in two parts for the first part we're not going to give you any background whatsoever

you'll just watch the people up here and see what occurs to you what do you notice offhand learn a lot from that what jumps out is at you as a practitioner and then we'll teach you a few things a few of the

models that we bring have you looked for another lens and see what you notice that might be similar or different all right okay so a little bit of background

on this case it's a company called the rhombus design collaborative or RDC this is an architecture and design firm about six years old they have grown quickly

they've won a lot of design awards for their innovation they're now up to forty five people in their staff which is wonderful and exciting but also brings its challenges with their systems and

processes being strained and now they're under even more stress because they've lost one of their senior architects so they're down from 5 to 4 on this

leadership team we're going to introduce the leadership team to you our actors will come up one by one we'll start with the founders first of all Jackie

our CEO some of you may know her by her other name but now she is Jackie she leads business development and business strategy for RDC she's also the design

leader and more and more a thought leader in the whole field next we have Steve our CEO oh so he leads operations and also was the main liaison with

finance and HR and he does ad hoc design on the team next we have our senior architects two of them and they for the projects that they work on they lead

client management and design are responsible for profitability and here leads a few of those projects and she also heads up process for the entire

firm keeping an eye on efficiency and profitability and when Jackie is away which is happening more and more she's the unofficial leader and then finally we have Marc who's managing the

lion's share of client work project work and also upcoming project work in the pipeline so as this team starts to move into this meeting just give you a little

bit of background on the meeting they're about to have jackie has just returned from one of her trips which has done some very exciting business development she's been speak at a conference she did a university

masterclass so she's coming in with all of that energy checking in to see what's been happening at RDC while she was away and she's looking for an update from each of the people here and we're

joining just as the meeting has gotten started she's gone around and done a quick round-robin of the team and they've given her their initial updates of what's happening and our team coach

Alexander will take his seat silently with the team again this is just an observation at this moment he will only be sensing and you will be sensing as

well again there are no specific guidelines we just want you to see what comes up for you what you observe in the team and you have in your handouts which were on your seats

just this first piece here it has a little bit of background on the team and then a lot of blank space for you to take whatever notes you wish no right or wrong answers some people in back do not

have them first part of team coaching have your materials on hand all right anything else to add Alexander before we

go in a few more people waiting for papers well it's really good to see all of you and thanks for the updates it sounds

like there's a lot going on I'm concerned about the progress around the senior architect hire can you tell me

what's going on here well we've been through to two candidates Maya and ki we've all met them I think we just need to make a decision we're drowning and

work you go away and there's just so much work you're you're not working on our projects anymore like you used to because you're always out in the field

and so we didn't help so we need to make a decision as soon as possible and bring somebody and we have two great candidates like I think we're like at a

place where we're ready to make a decision we really need help tomorrow yeah you know the other thing is though I call the references and I spoke to some of these folks and I have

reservations about KY because her references are just not you know most of those projects aren't built and she looks great on paper but I don't know what what do we need to move this

forward we need to make a decision we already have the budget we have two great candidates if you don't think KY is right let's bring in Maya let's just make the decision and move well you guys were so

drowning you were gonna do the portfolio review though where are you gonna look at them I know and I've had a ton of project work and you've been out of texture so you've been helping but you

still have all of your responsibilities we're drowning and we have we have some new work we're looking at I mean they're both really good strong candidates we've we've all talked to them we kind of feel

like we've been doing this for a long time like talking about it forgiveness is getting us right right we you know we've had juniors in here they weren't right for the firm they didn't

fit our culture they didn't really share our vision you know what that was like so you know we can't can't afford to make that kind of mistake at the senior level not making the decision that was preventing us from being able to bring

in new work and I'm really excited about all this work that we've we have in this pipeline and if we don't make this decision soon I don't know what's gonna happen I actually think that's a really good

point like there's this new project that's coming up that seems like it could be really exciting for all of us to be working on and that's what it's finally an award-winning part that could

be an award-winning project the reason why we're losing the junior architects is because we did have a vision when we started this we were going after the awards we were doing things that were

innovative and then I get it for financial reasons we had to take on clients that you know weren't so interesting but some money in and now we

can afford another senior architect but we're losing people in the process yeah I agree I agree I mean this is a

decision we need to make together I appreciate the honesty so can you can you be with the firm more while we make this decision or do you

have other things that you have planned that are that you have to go out and do or can we just make the decision ourselves don't you trust us every we could do that yeah you have the budget

we've I can we do the portfolio review are you good I'm okay you guys can make the decision oh yeah okay okay okay so

hi sorry I got to go back to where we started because this is our firm I mean no offense right you guys are here we love you you're beautiful don't change

but you know we started this with a picture of what could be like what it could be like to build buildings together and that doesn't happen anymore

I I miss that I miss working with you miss your vision you know I don't I'm not as good at Ohio and so yeah one of the things I want that we're not getting

anymore is you here working with us stiva I thought you were stepping out the CEO Oh taking on HR and taking on operations that was part of our commitment and I

was going out in business development speaking and getting really into thought leadership and and I love that you are because the stuff that comes our way now is it's it's impressive and you know

frankly you know the Google search we're watching that comes up with your name it's every day but we still have a decision that needs to be made so what

are we gonna do it we're gonna stop the team so you noticed a few things ever been with a team like this I mean this

is this is not a real client this is a case but there are echoes of many clients who have seen so what we're gonna ask you to do just briefly again is to go back into your fast chat same

group and quickly to brief what are one or two things that's that jumped out at you in observing this and you're sensing go and give you about two minutes

all right all right let's go kay let's come back my microwave okay so now we're gonna do we're gonna

do some popcorn sharing in the large group take one of those one of these its

my mic working alright next piece okay so all of that exciting information you've just been talking about we want to bring a little bit of it into the large group so if you notice something

that was really interesting that you would like to share please raise your hand and we'll bring you a mic we could

only do a few so we apologize so it seems like there wasn't a lot of good role clarity within the group which caused a lot of the missed expectations

and discussion that we rounded round

right great it seemed that they didn't have a protocol on how to make decisions accountability without responsive

without authority to execute excellent let's take two more the leaders aren't aligned and that's going to be pretty

disruptive to the people listening in great we have one up here that's been waiting a bit yeah let's do this yeah so it seemed like the CEO and the CEO oh

grew the company and the CEO Oh is missing the growing part and they've established new roles but the CEO o is

still wishing things were like they used to be I hear some uh-huh other people saw that too all right one more we tried

to move from just jumping to assumptions about what was going on versus actual observations and when we moved back one of our observations was the accusatory

language toward the CEO I mean we literally here we were like whoa whoa and so it was the accusatory language that was also a pattern

right great thank you so much and we wish we could get to all of you but you can get a sense just from these few comments of the great diversity of things that people notice and all that was in this this very short six five

minute interaction so a wealth of data to sense for thank you all right I might

have you look at the word accusatory and wonder if there isn't even a more neutral way to say it so we are in the business of delivering neutral

information not that it's wrong by the way it can be very true but the delivery of information is in a neutral language so there's something to hold on to and the work that we do is that fair great

so let's move now into I'm gonna stand in front of our group here into the next piece so we're looking at time and we're gonna keep moving so this idea of

sensing for us began many many many moons ago so coming out of Columbia having been in the group relations and the group dynamics worth of the org

psych program with Deborah new mayor and Tavistock and all that great work there was Lise in my bones a desire to really be able to pick up information but it

was hard to do in organizations because the needs were different the marketing teams and the executive teams and the IT legal teams and they're not always about the relational aspects or about getting

stuff done too and that was very important so we created a framework that we're gonna share with you that has worked really well for us and it's a master framework that allows us to codify what's going on and create a

narrative and we call it the OPM framework and we're giving it to you today to go off and use and to play with so it's a gift go play with it it's it's

remarkably effective and it locks into clients Minds fairly quickly and here's how it goes when we are sensing and observing there are three levels we're observing for the first level is a level

of outcomes what is the team doing and achieving the second level is a level of patterns what are the patterns that are driving these outcomes or not and the final level is a level of nor

now norms this is the Edgar Schein definition of norms not team norms like behaviors but norms like the thinking and the beliefs and the hidden assumptions that drive the patterns is

that fair that's a difference sometimes teams will mix those up so a little bit of detail and outcomes we're looking for results accomplishments consequences achievements and the world of patterns

we're looking at three different pieces behaviors actions language we're also looking for patterns and practices and tools they use and we're also looking

for patterns and feelings and emotions when you get to that conversation seems like the mood tanks you know the pre board meetings seem to be really low

mood post board everybody is euphoric you start to notice the different patterns and then we also think about and try to assess and guess what are the beliefs and values you have this in your

materials in your binders so they're there but this is how we play it okay so what this does for us is it sets up a very simple tool called the OPM chart

and what we'll do is we'll go into a team and we'll sit and we'll start to as Amy will describe in a moment in very distinct area start to notice patterns

the outcomes and the norms and it creates a chart that might look like that now we're not going to go into this it's in your materials you can read it

it's just a visual that tells you that our tradition is a written one - not always sometimes it's in the mind we don't need to write but it is also a

written tradition of writing and linking because it's so hard to capture all the data and remember it these are great blueprints for us to study later I find

myself going over these charts and thinking them through and then an AHA will happen someday as I look through many different charts this makes sense okay

so great charts that's the tool that's an example there's one in your books and so the question emerges for us which is the following practitioners and we'll

say yeah Alex and Amy but there's so much to look at how the heck do I decide where to go my goodness one coaching one clients hard enough so

we've developed an idea called focus area and this important idea and I hand it over to Amy okay thank you so was

interesting as we were just hearing the smattering of different observations you had how many different focus areas they broke down into so we had roles and we had communication we had conflict we had

accountability imagine going in and being open to all of that all at the same time and trying to track how they run their meetings and how they make decisions simultaneously our heads would

explode so the main reason that we to focus area is to just keep it manageable for ourselves and our clients because our clients are already really focused on the work they're doing they can't

take in information about five different focus areas at the same time may be interesting to hear something about their meetings and their roles and accountability but they can't do

anything with it it's too much we know we've tried it doesn't end up well so that's one reason we focus another benefit of focusing is that we can hone

in on the specific areas that our clients really care about so we do do a pre assessment we do interviews and we find out where do you feel like you need work what do you want me to look at and

observe and give you feedback on and they'll tell us well you know we're really good at trust and relationship and communication but we're not so good at follow-through and accountability

so with this it lets us hone in on something so that data that we gather is something they'll care about and do something with and that leads to this increased chance of follow-through it's something that they care about that

they're likely to follow through on and also it's not too much if we tell them this huge list of 50 things they should be focusing on they're not going to be able to integrate that at all but if we

do hone in on sales decision making and we just help them focus on improving that my god what a great change that can be just get them to a point where they can follow through on making a decision

and that can be such a huge relief and change rather than trying to do everything all at once so how do we decide what's the realm of focus areas we could look at you already

picked up a bunch of them that we tend to focus on so there's a framework that we use at current is called a current esteem wheel we'll just go through this really lightning quick but it's a lot of

the things you talked about first of all in the center there it's common purpose and goals why does that team need to be a team why are they coming together and trying to achieve something as a team

what roles and competencies do they need to have to make that happen and as somebody mentioned our dough is really clearly articulated then collaboration there are ways of working everything

from communication to decision-making to psychological safety how do they interact and then finally this piece of mutual accountability holding each other

accountable and having each other's back so with this team when our DC our client came to us and we did the assessment they pinpointed this area over here they

said mutual accountability is really where we need work and specifically would like you to focus on accountability and ownership so that's where when we go in back in cents a

second time we're gonna be keying in on that we'll show you how this can plan with the OPM chart what kinds of questions can be considering when you're

doing an open for a client who wants this issue so something like among their agreements how many of them actually get completed versus broken when something

breaks down how do they deal with it do they deal with it and then some of the patterns that lead to these outcomes how do they ask for things do they make a

clear specific request this is what I want from you by this date or is it more like oh it would really be great if you might be able to get around to some time

doing this thing I wonder if we could you've heard that before maybe and then on the other hand when they're making an agreement is it a specific commitment I

will I will do this for you by this time or yeah yeah I'll try I'll get on that we'll do our best and you start to once

you learn about these distinctions we have a whole set of tools on accountability once you learn these distinctions you start to be tuned in you can't unhear and you have like

special radar where you can detect these things so those are a couple also our agreements tracked and logged or not when agreements are challenging for people to follow through on do they just

drop them or do they proactively renegotiate and then when there are broken agreements what happens to them and then underneath all of these

patterns are the norms and you can just speculate hypothesize if they're doing these things what does it seem like they believe about accountability how does it

matter to them how do they understand it as a team this is lightning fast but just a taste of how we approach it we're

going to have you go back into the team they're going to pick up where they left off and you have again in your handout a second page where you have that OPM chart if you I think everybody now has

one if you don't and you can do this even on your own with a team you didn't come prepared with it print it out just right Oh on the table with a line P and

then anybody yep yep okay so this time okay one more

this one this is not this is not these few pieces do we have a way to get people to creatures I think yeah why

don't we just commit to do that so you don't have to scramble to write things down good question most things you have

but there are a few that we tweaked so multiple operating at with you Jeff to

see how we can discretize yeah you get one of our patterns is continual refinement so self-disclose a little bit

and we will talk later about the outcomes of our pattern and maybe the norms and we do this actually we do this among ourselves as a group it's a peril

of being a group of team coaches all right so going back to our fearless team we would like you to observe through OPM and through the lens of accountability

so we've put up here some of these issues we mentioned earlier the soft asks vague versus clear request clear accrete agreements versus hedging and

then what happens with broken agreements in this team okay any questions before we go back again Alexander will be

sitting and taking his own notes okay here we go another six minutes or so and just one note if you can't hear them

speak up we're gonna try to get the mics very close to the mouths okay so what if we just made a decision you know this

week sometime I need help being able to get through the portfolio I have been able to have time to review that so I would definitely need help for me to be able to commit to that or else there's no way

so could I can help you I mean what kind of all the projects you have what is H arcing about about getting you help yeah

we need somebody at the senior level so I would I could try but I could try to do it myself but you know it might be

better if you could I mean is that I don't know do you have time or I'm traveling the next three weeks are you

kidding me how well it's it's actually on the server I mean it's you can look you can look at it remotely so I don't

know yeah I need help getting through the portfolios look into the portfolios of both of these candidates to be able to give a fair assessment we've had them

in for interviews we know what they're like personally I think they're both great you've done your due diligence and calling previously up on like Saturday

or Sunday I mean I have to bring the kids in but I can't do that I have appointments I bet I bet I can help you I bet I bet I could

do that okay you you okay you bet you can I don't well there's payroll I mean I'm let me do let me get payroll done and then I'll

see if I have time but you know it's Friday I know we need to get a senior architect here in the next can we go

back to the two candidates I mean we have two great candidates like can we just like talk about them we've we can you talk to them let's talk about them we got to look at their portfolios so we

can see them as humans but we got to see that they're the work that they do and we've been through them quickly and we went through a lot of portfolios those two stuck out so well a few stuck out

and we went through the interview process we got through some we did make some decisions along the way they were very easy decisions I thought by looking at the portfolio these are not easy

decisions between these two they both have beautiful portfolios we really need to take some time in fairness to them and to make and give a hard look well I don't know we could

we could probably talk about them now I mean if we want to move this we have ten other things we think that I have on my agenda for us to talk about today no we don't have an agenda I do I've got

a new project I need to talk to all of you about what's what's the project I was at Cornell and they want to build

they want to renovate their art museum are you Seri build a new wing dedicating it to Carl Sagan and it's an amazing project like beyond

lead it's we can't do this what's the timeline on it you have to do this I mean that sounds great they want a proposal on the next month

Nick so who's gonna work on that well

maybe all right we hate to stop them you know maybe over dinner we'll take them

out and you can observe them some more all right so we're going to ask you to go back to your fast chat groups and just discuss how did having that

structure of OPN and thinking about accountability affect the way you sensed again just a couple of minutes okay if

we could have your attention back come on back I know it's hard it's painful to stop you [Music] should do something they do in

kindergarten I think everybody if you hear me raise your hand people what kids that's amazing all right so we want to bring some of

the great insight and experience that you've had in your small groups and bring them back to the large group again so just raise your hand if you have something to share well we thought it

was great to sort of tune into the language being used for the soft tasks you know sometimes I'll try well probably you know really indecision in

and week you know just a weak decision-making process right when you're when you're keyed into it they just they pop out at you in a way they might not otherwise they were just

getting nowhere they were still stuck where they started I really liked this

idea of outcome metrics in this exercise so I tried to focus on that and they actually generated more decisions to

make then they were right we call that stacking decisions so one of the underlying assumptions I thought was

that consensus was the way that they would move forward great observation there might be a norm an unstated norm that that's how we do things we all have to have input it hasn't been challenged

yeah I thought it was interesting that we were asked to focus on accountability because that's what they said was their goal but I thought it was premature I thought there was too little that they

had figured out around communication and roles such that the focus on accountability wasn't going to be fruitful it was needed to be further down the road and there there might be

times where a group asks us to look at something and we might look at that and then on the side also take notes about something else and notice there's something else screaming out at us that we can also keep in our back pocket and

mention to them and bring in yeah well consistent with the first session where there was some blaming going on it seemed to me that there was some failure in accountability personally

ability not just accountability to the team mark said I could help you on Saturday but I'd have to bring the kids in other words if I come you have to

make the choice that I'm coming and it's your fault interesting yeah so many

layers to this let's take one more and then there went into business together

but at the same time they didn't want to disrupt the relationship so they didn't get to get the decisions because the

relationship was more important to them than making the decisions right and that's another thing we sometimes track that we tracked a relationship axis and the task axis and how do those work and

we missed one BEC we just on the verge of yeah we're just on the verge I was just gonna say okay I was just gonna say that it felt like a more individualistic approach as well like that might have

been one of the norms rather than a mutual need so cuz they were all talking about what it was their piece but there

wasn't a bridge a mutual bridge nice okay okay thank you okay so helpful yeah our clients have told us

again and again this lens of OPN is helpful the focus areas are super helpful so just a couple of things just to remember right sometimes in this field we really want to go for the the

deep work the deep trust candid conversation open-hearted deep complexity theory and all they need to

do is learn how to make a request I work with we work with four executive teams top energy company right now top beauty company these senior execs they're not looking for deep complexity hard open

conversations they need to actually learn how to make requests and if they can learn that it is such a win so we have to be patient and mind our time in

team coach and we come back again and again and again and again three six nine months we're gonna have time and if you don't get it the first time that carousel is gonna come right back around so take your time one thing at a time

one thing at a time and build the muscle of that thing before trying to do too much another thing to note that just came to us later we used to go for the relationship work

first trust deep work here's the thing get some points on the board get some work done learn that you can actually produce and perform have that and that creates an

energy that actually creates some buoyancy and some of that relational piece will go away you'll be left with what's real most teams are willing to go there once they've seen at least that they can get some work done

so maybe task first relationship after and then a nice zigzag up the the - is that fair okay just a couple points all right so we only have about 25 minutes left this is so fast so we're gonna go

to making moves okay and before that we're going to share with you one more type of data capture these are our favorites this actually comes from shine but also the joiner team handbook

these are called behavior charts it's another type of chart they're in your book and what this basically does is it allows us to actually do numerical markings of behaviors that show up in

the team as they show up you put the names of the people on top you put the behaviors on the left and every time they do when you put a tick mark the top

row is communication acts they all get one every time they say a sentence or more and then you can qualify it as a request or soft ask a question a question that was answered interrupting

etc you can study it on your own this stuff is powerful this is potent data now we deliver it neutrally and we

deliver it generically we go here's what we're noticing in the team this many with percentages right 90 communication

acts out of which counted about total of three questions what do you think does

that serve you is that helpful does that resonate neutral this makes sense this is cool stuff and what we've seen is that those kinds of ours who are in

the scientific rational finance research that they love this this speaks to them and the coaching questions after a while they've had enough of they want the data

and they're willing to take it ok so you can study these feel free to use them it's a gift try it out next week it's fun alright so we're going to end with the last little

piece and we're going to do this a little differently this is our making moves piece and for this what we're going to do is I'm actually going to go back into the role play but now I'm gonna make a couple of moves and we're

going to have you see what I'm gonna do and then respond to it ok but first we have a couple models in our materials that you can read afterwards but we want to tell you about really the two

fundamental levers we have in making moves right we call it a spur tell in the coaching tradition the question is truly the the tool of choice right and

the what question stands as the most powerful east in the Georgetown lexicon the powerful what question allows reflection and incubation so we ask a lot of questions what are you noticing

what's happening what's occurring right but we also tell we give data we give feedback we are free to do that in a neutral manner typically followed by a

question like does that resonate does that make sense is that what you understand so we offer it up and then offer the question so it's not our Dogma it's an offer does that make sense okay

so ask and tell and then really what it is this is just a computer code of ask tell tell ask ask tell tell ask and here's the thing ready and this is why

this is so hard to learn you make a move you don't know what's next when I facilitate I've got my 8 steps and my

timing and my post-it notes I know where I'm going when I make a coaching move I don't know what's gonna happen so what happens is we are in the moment and we engage in a conversation of ask and tell

where we go with the client and it may just fail it may not be the right time they might not want to hear it it may fizzle it may be the end of it and we have to own that it's a okay

quiet down and we go again that's the true art does that make sense and that's the beauty of the game if you like that kind of thing it's like chess okay so

with that in mind we're gonna jump back in and I'll let Amy run it but i'ma let you know that I'm gonna make two moves okay and you want to set us up yeah so

actually before we do that should we have them come up with their yeah let's do moves okay so we're gonna start by having you just take a couple of minutes on your own to think about given what

you noticed in you're sensing what move would you make would you make a tail move would you make an ass move what would you say to the team so take a couple of minutes to just write that

down now all right you got it at least least in your head if not on paper and then alexander has he said it's going to make two different moves two different

modalities one a facilitation move the other coaching move so just observe look for the differences they may be subtle they may not be subtle and see if you

can figure out which is which and why clear okay I'll turn that down okay okay so we're gonna go back into role play

and out right my heart's beating fast I'm actually nervous this is pressure so this happens right I'm noticing I'm

actually kind of almost trembling I got a little nervousness so just to know

just that right that helped okay Jackie that that is

incredible that is higher ed is where we have wanted to be I mean look at places like MIT and Harvard the marquee buildings that have been able to build on the didn't built on those campuses because they were looking at a hundred

years not 20 or 30 or 50 I know Steve the Provost told me about this project and I just thought of you yeah yeah all right so so tell us more what's that like what's the deal so we've as I said

we've got to get a proposal to them but I think if we you know we're in the top two yeah that's well let's clear the decks let's do this let's go you guys I

mean it can jump in for a second I'm sorry to interrupt oh can you hear me now sorry to interrupt and I was only I could just jump in and give you a little

feedback and help you out a little bit is that good all right so as you know you've asked me to look at accountability and I've been watching you had this discussion for the past 20 minutes and so what I'm noticing is that you're

getting there and there's still some more work to be done in accountability so making good progress still some work to be done is that fair yeah I guess that's what I'm noticing so I was

thinking I have an exercise that I think might be helpful for you if you're up for it all right so it's pretty simple and it takes sits in three steps and I'd like you to try it out and that might actually move the ball forward for you

and help you start to bring accountability more into your team it's that cool anything we can do to move the ball forward be great all right okay got it

so pull out piece of paper and a pen and here's what I want you to do I want you to think about right now an ask you have of one other team member maybe an ask or

request something you need from them based upon this conversation you've been having and take a moment to write that down all right I'll move time forward good now that

you've done that what I want you to do is I want you to convert that into a request remember the work on request we made actionable specific timely and owned converted into a request clear

request to that person do that now all right all right good all right and this is a practice

you can take on after all right now here's what I would like to do we're gonna go one by one we'll start with you Jackie and you can make your request I'll go to the flipchart okay and I'm

actually gonna write these down as you go so we can feel like an action register so we can do that we'll go around once that'll build the muscle I'll write them down and log them and then we'll be good to go what do you

think of that so you're ready to go yeah all right Jackie so once you give it a try Steve and Anne I need you to put together a document that lays out how

we're going to make a decision on a senior architect and I need it by Friday all right sounds pretty that was good that was good how did that feel this

Friday next Friday yeah yeah not clear right now so we can do a little bit more shaping on that you want to try that again all right time out so take a moment and

write down a couple notes what do you think that was was it facilitation or coaching and why just take a minute and I asked you to share after we've done the other one

but how do you do it alright we'll do it again alright so get back and I think it was Cornell so I'm

trying to hold them with the timelines with this proposal I don't know what our capacity is right now what I think

that's I mean there's a great reason why we need to make a decision between Maya and key and so I I really like Maya and I think it would be great if we could

like think about a decision now what do you think yeah how many other companies are are bidding on the same project at

least three okay we can't do this work without hiring somebody no Steve well here's what that here's what this means

if if we make a decision now and on board someone I'm out of the RFP process I gotta on board them and you know what that's like

so and I really want to be part of this RFP I'm trying to understand why you have to be out of the RFP process we

just know that we need you so Jackie and ketchup in for a second sure

may I ask you in the team can you hear me now so Jackie can I jump in for a second and ask you and the team a

question yes okay thank you so as you know you've asked me to observe accountability so that's what I've been doing for the past 20 minutes in this may not be the best time to jump in but

I'm gonna jump in and I have a question in this dimension of accountability what are you noticing right now in the way you're working together in a came and

accountability you know I'll let you all talk about that I feel like we're swirling I feel like we are doing that

soft-ass thing that you talked about and I don't know how we're gonna get out

of this I don't know who's accountable for the decision the staffing decision

no I don't either both but we all need it right I mean we

all agree I thought we started with he's saying that all of you can make the decision so for all accountable can we

can we make the can we make this decision can we all be accountable yeah what do you mean I mean so what if one

of us doesn't like one one of the candidates so what if there's three of us so do we vote on it like that's a decision I mean who's a count of ZOA at the end of the day for bringing this

person in well making a decision Patrick can I try I want to talk about my heat

can we talk about them now we can we don't have their portfolios that's the last step I think in the process of bringing them in is that right

budgets there we've all met them yes yes okay and not everybody's done they're done the stuff they need to do the things we agreed that would be before the discussion so I need more help to be able to do that there aren't enough

hours in the day for me to be able to look through their portfolios and give them the right amount of time that they deserve for me to look at them I don't have it so can I jump back in again

please yeah so I would like to ask that question again so in this dimension of accountability

what are you noticing about how the team is working in accountability no one owns

okay we're not making clear requests yeah I said a lot of straight Armand going on hmm right seems like we jumped from one we can't make him like we want to talk about one thing and they saying I don't know how

it happens we all these end up talking something else you would like me to share some data please yeah they'd be okay with you really helpful so as you know I I do capture deer so I'm just going to share

something with you and I'll let in I'll invite you excuse me to work with it and here's on the subject of soft asks which we've talked about before I count it a

total of about nine plus or minus one or two soft-ass so versus clear requests so that's something I'm noticing and I offer that to invite you to see what you want to do with that

and again I'll step out of the conversation can I give you or ask you

if you want to come in over the weekend my daughter loves babysitting and she's an awesome babysitter so if you and I can come in over the weekend and we can

get through the portfolios we can have a decision to them by Monday all we have to do is look at the portfolio's of both

of the candidates and we've got to agree on one or the other and give that information to them and how much time do

you think that was three hours three hours do you think we might be able to do that over the weekend my my daughter can come in to babysit and but like

would that be okay with here or Sunday night or whatever's convenient for you okay so let me check it home okay yeah I mean that okay that's good that's great

will that work for you if we give you our input on Monday what do you need to take it what do you need after that to call it Maya

or key to call them and say you're hired right so here's my turn I want two hours from you on Monday to look at their recommendation okay so we can do that I

don't know let's how do we do this is that clear I will let you be the judge of that my question to you now is what will you do about requests what will you

commit to do about this idea of requests hmm if it's good or bad is your judgment my question is what will you commit to that's my question as a team given that you've had this

conversation prior that's the question okay so here's it here's what I and I

want two hours before noon right let's

stop thank you so much this concludes

our roleplay portion and we they gonna you gonna assume your badges we are gonna just reassume our regular human

being roles so my name is Janice Calle and I'm the chief catalyst of current Asst my name is Peter Henderson and the team coach at current us my name is John Roberts and I'm part of the Faculty of

the team coaching certificate program and i'm allie wilkinson and I'm a friend

of Crunch's thank you all right thank you so much it takes it takes a lot to sit up here it also takes a lot just in general to be team coached you know it's

not in front of a group but having somebody come in and watch you do your stuff as you do it the way you've always done it it can be very vulnerable and exposing for a team so just to be aware

of that as we go in and have a lot of respect for what it takes so if we had another hour and a half to debrief everything you just thought that would

be ideal we're gonna distill it into just a few little bits now first of all how many people thought the first one

was facilitation how many people thought the second one was facilitation all right so we overwhelming majority was

that there was a sense of more of that facilitative piece in the first one so we're going to do this in the next page yeah all right well I'm wondering if we

should just go check in go check in just just briefly about what we came up with just some of the clues that might give you a hint that something veering toward more toward facilitation or more toward

coaching so you saw in Alexander's tone his manner he sort of took the floor more when he was facilitating and some of us who were trained as consultants tend to do that we taught we leaned in

more we're engaging and people tend to orient more toward us the attention is more on us versus coaching we say something we drop it back and then they go back to work they go back to talking

with each other and then again that sense of ownership that who's doing more of the work who owns it who owns the responsibility for that conversation to go well for that process to complete for

that meeting to be successful if you start to feel like it's you then it might be more like facilitation and there's nothing wrong with facilitation really really useful some clients hire

us to do that some of the time and to do coaching other parts of the time just being very clear about which had you're wearing and why and what kinds of

outcomes it will get okay and quick yeah yes yes absolutely we mix it up just last week I had a half-day I taught a piece in the morning I did some coaching

that I facilitated all within a four-hour period in service to the client as needed what was there and it was the right mix and they know the hats now they'll call Alex you do your

coaching thing didn't do the coaching thing give us some data and we never do all straight coaching you're not gonna do like four straight hours of coaching one it's exhausting and two it's it's

not really in service to the team really the combination may be a few minutes left and then we get handed to Jeff to close last thing you ready I know we're gonna leave you with a thought it's a

very simple model for you to think about making moves there's a lot more here that we could talk about but I just want you to capture it in your minds it's in your binders when you think about making

moves you go right back to the OPN framework you can make moves that ask the team to notice their outcomes you can ask make moves that have the

team notice their patterns and you can make moves that ask the team to think about their norms in other words to understand their current state and all together or one or the other and then you can ask teams to think about what

they want to do the patterns they want to have and the norms are going to need to do that this six box model is a great beginners toolkit stay within the six

and you will get some magic just play in the six use the language and something will happen for you is that fair so we'll leave you with a thought the final thought there's so much more we'd like

to do but you know when we think about the work we do and when we see the results that are being produced one of the missions at parentis is to end

suffering at work and there's there more suffering place than meetings and work sessions and teams we have seen some pretty

remarkable magic and and we'll get emotional about it because for us there's nothing more beautiful truly beautiful than watching a team of adults

and professionals stop stop what they were doing and come together to produce and for them it's magical and the idea

is simple self observation right self observation leads to self awareness self awareness lisa self-regulation and

self-regulation can lead to transformation that's the game we're in that's the game we shared with you today we know we went fast you were your wonderful to work with and with that we

thank you so much for being with us