Team coaching

Triple Impact Coaching: Use-of-Self in the Coaching Process (Patwell, Whitfield Seashore 2006) is in its 11th year of publication. In celebration of this milestone, we will hear from the author and 24 multi-generational Canadian leaders about Edie's impact in Canada and their thoughts about what remains relevant, what has changed and what we need to consider in the next phase of Triple Impact Coaching going forward. We will also learn about their favorite Use-of-Self concepts and exercises that are timeless and continue to be relevant and critical in their personal and professional quest for mastering Use-of-Self.

This team coaching process summarizes the experiential and experimental demo conducted at the2019 SOLworld Conference inBudapest. Based on the responses of the participants and other feedback, the team coaching model using theDOQ (Dialogic Orientation Quadrant)is elaborated in detail, with useful inquiries and processes.

Complexity leadership theory (CLT) is about balancing formal and informal organization to leverage dynamics of Complex Adaptive Systems (CAS) and produce learning, creativity, and adaptation in organizations. Based on interviews with sixteen agile coaches (AC) at Spotify, this study examines how AC practice enabling leadership, a key balancing force in complexity leadership. Coaches practice enabling leadership by increasing the context-sensitivity of others, supporting other leaders, establishing and reinforcing simple principles, observing group dynamics, surfacing conflict and facilitating and encouraging constructive dialogue. The AC as complexity leader values being present, observing and reacting in the moment. Findings suggest flexible structure provided by an attentive coach may prove a fruitful way to navigate and balance autonomy and alignment in organizations.

The article shows Team Coaching as useful method in process of development pro-innovation competencies in company. Business innovation depends on many factors. Innovation philosophy appears in products or service innovation, people management, openness on innovative thinking of employees and managers or searching for marketing innovation solutions.
How to support business in developing of innovation, which very often means to survive for company? How to strengthen the attitude of employees stimulating innovation of business processes? Using the coaching tools in work with the leaders team could be one of the solutions. Team coaching process expands the awareness of influence and responsibility for company innovation. Thanks to that, supports business purposes and leaders team goals realization, connected with development of innovation culture.
Personal and team development, as a result of the team coaching, supports leaders in the tasks realization. The leaders serve the organization in the process of building a culture of innovation, promote the proactive behaviors among employees and managers, searching for creative solutions and implement changes to the business processes.

This book chapter illustrates how Collaborative Developmental Action Inquiry (CDAI) theory, method, and practice can be used to simultaneously assess and transform leaders, teams, and organizations, through a non-formulaic coaching and consulting process that becomes increasingly self-transforming and collaborative as it evolves. The chapter provides two mini-cases illustrating how CDAI and Global Leadership Profile (GLP) can be used in team coaching contexts to shape coaching interventions on the ground and support the growth of individuals and teams toward more transforming/collaborative ways of operating. The first case was written by Peter Hill during his period of supervised debriefings en route to GLP certification. The second case was written by Nancy Wallis based on her experience coaching a technically brilliant but irascible senior executive toward becoming a more effective team leader and coach of his manufacturing quality team in a global biopharmaceutical firm.

The paper is written as the background for the development of National Standard of Coaching Profession in Russian Federation. The social and professional context for development of 'Coach' professional standard are outlined. Major themes of the standard are presented.

The paper is written as the background for the development of National Standard of Coaching Profession in Russian Federation.
The social and professional context for development of 'Coach' professional standard are outlined. Major themes of the standard are presented.

Triple Impact Coaching: Use-of-Self in the Coaching Process (Patwell, Whitfield Seashore 2006) is in its 11th year of publication. In celebration of this milestone, we will hear from the author and 24 multi-generational Canadian leaders about Edie's impact in Canada and their thoughts about what remains relevant, what has changed and what we need to consider in the next phase of Triple Impact Coaching going forward. We will also learn about their favorite Use-of-Self concepts and exercises that are timeless and continue to be relevant and critical in their personal and professional quest for mastering Use-of-Self.

This blog post appears on my blog 'Newbycoach thoughts', where I publish my thinking on various coaching topics.

Team coaching is increasingly important in a complex fast-changing world, yet precisely what it is can often be misunderstood. This post pulls together five insights about team coaching to help make things clearer:  team coaching is for successful teams;  what a coach can bring to successful teams;  team coaches work best in twos;  there's more than one form of team coaching;  it's important to set ground rules.