Teams-- the linking pin between organization and people with Philippe Bailleur

In this ICF Team and Work Group Coaching Community of Practice presentation, Philippe Bailleur, PCC explores how to transform companies in this VUCA-world through organizational design and team coaching. Furthermore, Bailleur discusses the key building blocks for team coaching and how to intervene in teams based on these building blocks. He also evaluates the changing dynamics and needs of teams in a VUCA-world. Lastly, he concludes by sharing a few examples of team interventions, provides a tool used by teams and/or team coaches to map team effectiveness, and sets up the next steps.

Participants of this presentation can expect to:
- Progress their effectiveness in the design of coaching interventions with teams
- Learn how to use teams as a lever for organizational coaching and transformation
- Develop an adapted lens to look at teams in a VUCA-world
- Become more aware of what makes teams effective in a VUCA-world

*This webinar took place on Tuesday, February 7th at 11:00am ET; to view the recording visit: https://youtu.be/Gn9zU1Zenoo. Additionally, to learn more about the ICF Team and Work Group Coaching Community of Practice, visit it's LinkedIn group at: https://www.linkedin.com/groups/5008300

1. TEAMS
Linking pin
between
organization
&
people

3. VU
CA

5. VU
CA

7. VU
CA

9. VU
CA

11. VU
CA

12. Companies need
tobere-designed,
but how?

13. In the way we do Org Design we have to transition from
“conventional thinking” to a “living systems logic” and
teams can be a good vehicle for that.

14. But whatis
changingin the
way teams
have to
functionin a
VUCA world?

15. Mono to multi directed influence
Less manager -more facilitator
Perspective blender to blending

16. Fully stable to fully dynamic
From (counter)dependent to interdependent
From execution to co-creation

17. In essence it’s about the externalization
of the internal strategy of a manager by
helping team members to develop that
same choreography with each other …

18. MODELING
the
DeepStructure
of
(bio)TEAMS

19. TEAM PROGRESSIONS

20. Progression 1
Desire to achieve
something special

21. Being able to co-creatie a common
desire to make a positive difference
(= WHY?)
This goal (or purpose) covers both
physical, mental, emotional and
spiritual needs from team members
(cfr. Coveys –The Fire From Within)
This is the key for drive in the team
and a meaningful connection with
the surrounding world

22. Positive
Collaboration
Progression 2

23. Developing mutual Care
Finding balance between ‘We’ (=
Whole) and ‘I’ (= Part) in service of
the purpose of the team
Tough Love –Learning to use
tensions and conflicts as a source for
growth
Trust and accountability develops by
walking along that path
(cfr. Lencioni)

24. Shared
Leadership
Progression 3

25. Organic & dynamic Leadership
Leadership is not a rigid role or position
Leading is serving, facilitating, … (= more than EGO)
Leadership is based on strengths and the task at hand

26. Healthy Interaction with
outside world
Progression 4

27. Being aware of stakeholders
Transformational (vs. transactional)
interaction with stakeholders
The team is embedded in a healthy
network (= WireArchy)
Interdependent interactions
Balanced internal/external focus
Wall –Boundary –No boundary
(cfr. A. Linden)

28. POS NEG
RATIO
Progression 5

29. Much more positive
-appreciative, progression oriented, generative -
vs. negative
-judging, problem oriented, paralyzing -
interactions
inside and outside the team
Which leads to a
Progression Oriented Dynamic

30. Shared
Mind-Set & Values
Progression 6

31. Shared-Mindset & Values
(cfr. InterSubjectivity)
This is the lens through which
sensemaking of changes in the
outer world happens
Development of shared
Leading Principles
or Heuristics

32. Share this vision & lens
Map team(s)
TeamCoaching(s) –Intra & Inter
Monitor progress –Intra & Inter
Team Progressions:
a great help to re-pattern team and organizational dynamics

33. Lean Start-Up of Team Scan
•Automatedand on-line (Dutch and English);
•Insights testedfor more than 5 years so you have an effective roadmap (and
common language) for team coaching;
•Mapping teams and their development becomes easier, more practical;
•A Team Scan with input from all members in one report gives you more
time (and budget) to spend with the team;
•Regular follow-up with the Team Scan is an option to support the
integration of team coaching;
•Next steps: training, pricing, including team stakeholders, build next level of
reporting, …
Interested? Mail
me for a supporting
visual and/or test-
run.

34. Manythanks
Philippe Bailleur
ExperiencedGuide in OrganizationalRenewal
Professional CertifiedCoach
Mail: [email protected]
Web: www.livingsystemscoaching.be
Web: www.philippebailleur.be