14 - Developing behavioural agility Flashcards
Burke et al (2006) impact of team leadership on performance
31% predictive of performance outcomes. “Empowerment” accouted for 22%
Lorinkova et al (2012)
In early stages of development, directive wins, setting off blocks at a faster pace. Overtime, empowering approach picks up and outperforms
Google Project Oxygen (2009)
The most predictive indicator of a high performing team is a good coach
Whitmore on coaching
“Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”
core stkills of an effective coach
- building a trusting coaching relationship
- asking effective questions and listening to/noticing responses
- supporting effective goal setting
- providing effective feedback
Timpson Test
“if you treat people well, it is blindingly obvious that they will do a good job”. Every time it has entered - in top 10 Sunday Times Top 100 Best Companies to work for.
Test requires a manager to know a range of personal details about every member of their team - age, partner’s name, kids’ names/ages/schools, their last and next holidays, main hobbies, career history, health record.
Trusting conversations and empathise with staff.
Coaching questions tips
- Open - default
- Closed - useful at certain points to check
- Why - opening up
- What - explore currently reality
- How - move towards where wewant to go
Coaching - what?
Conversation with a purpose
Goal
Reality
Options
Will
Coaching Habit 7 Questions (bungay)
- what’s on your mind?
- and what else?
- what’s the real challenge here for you?
- what do you want?
- How can I help?
- if you are saying yes to this, what are you saying no to?
- what was most useful for you?
How much coaching do successful organisationas provide to employees?
20% more coaching than companies that perform less well
What is mentoring?
Offline help by one person to another in making significant transitions in knowledge, work or thinking… A mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust.
Deloitte (2012) on mentoring
Retention is 25% higher in comapnies that engage in mentoring
Michael Heath (2012) types of mentors that a gov prof may find themselves enatcting to uspport board memebrs
- buddy mentor
- expert mentor
- attached mentor “knowledgeable friend”
- detatched mentor (classic coach)
Gendered fact about mentorship
Men’s mentors were more senior and there was more correlation between getting promoted if one had a mentor in the two years previously for men, but no correlation for women.
Women - “over mentored but under sponsored”
Reverse mentoring
Younger/less senior employees mentor older and more senior in a particular compettency they have e.g. tech
Sytemic team coaching
Hawkins (2016) - process of coaching the whole team both together and aapart over a designated period of time to align common purpose, collaborate and learn across diversity, develop collective leadership, achieve performance outcomes, engage effectively with their key stakeholders, jointly transform the wider business
Hawkins five C disciplines for team coaching
- commissioning task
- clarifying
- co-creating
- connecting
- core learning
Schqarz on the role of a facilitator when working with a group
“process in whcih a person who is acceptable to all members of a group, substantively netural, and has no decision-making authority, intervenes to help a group improve the way it identifies and solves problems and makes decisions in order to increase the group’s effectiveness”
Heron intervention techniques
- prescribing
- informing
- confrtoning
- cathartic
- catalytic
- supporting
Schqarz ground rules for setting meeting culture
- state views and ask genuine questions
- share all relevant info
- use specific examples and agree on what important words mean
- explain reasoning and intent
- test assumptions and inferences
- jointly design next steps
- focus on interests, not positions
- discuss undiscussable items
- use decision-making rule that generates the level of commitment needed
Surgeon Gawande
In operating room, allowing everyone to introduce themselves by name before surgery, average number of complications and deaths dropped by 35%
Significant resistence from 20% of doctors
After questinoing preference - compliance rates jumped o 94%
CIPD on conflict at work
Annual cost of conflict at work in UK alone in 2012 was estimated at £24 billion - 25% of LMs time was absorbed simply managing conflict within their role
