Begin working with vital organizational stakeholders
- These are our internal partners that will support project success.
- Identify one project sponsor responsible for coordinating alignment with the organization.
- Stakeholders may include operational leaders, the HR team, or anyone whose influence can affect the project’s success.
- The goal is to gain alignment on the project scope and to get feedback through our assessment tool to measure progress.
- We should begin working with this group 60 to 90 days before the team project start date.
|Phase 1b||Discovery and Initial Contracting by working with the project sponsor (Regional Operational Leaders) and frontline team leader to define the project scope and initial goals|
Diagnostics and debriefing with the frontline team·
- A combination of team member interviews and assessments will be used at the end of the week to facilitate a team discussion of the current state.
- The goal is to support the team’s development of their plan to improve operational performance through increased alignment.
- This is generally completed in person throughout the week.
- Team members are not expected to block out a week; they will schedule 1-on-1 time with the coach, and then at the end of the week, the team sets a block of time to debrief and develop their initial plan.
Preparing the ground – the final step before implementation.
- Over two to three weeks, the team and the project sponsor finalize a plan.
- After the plan is approved and before implementation, establish team norms.
- Create the framework for working together, and clarify what the team expects to gain from the project.
Team coaching sessions
- Ongoing team conversations to review progress on their specific goals.
- The primary purpose of team coaching is to observe and support the team’s ability to enhance collaboration and focus. The coach is not a consultant.
- The cadence and frequency of team coaching sessions may fluctuate based on needs and events.
- PERILL team assessment is performed periodically to measure progress toward team alignment.
- Over the term of the engagement, the team learns to adapt to changes quickly. Examples of changes include:
- Leadership change
- Unintended operational setbacks
- Industry changes out of the organization’s control
- The coach often co-leads with an organizational stakeholder(s) supporting the project.
Phase 3 Time Commitment
- The team leader(s) should be prepared for a monthly or, if needed, more frequent, 1-on-1 virtual calls. The goal is to support their ability to build and strengthen team alignment.
- The team should be prepared for monthly group virtual calls to review progress toward their goals and to strengthen their ability to coach themselves.
- In-person observations should replace virtual calls every two to three months.
- The project sponsor should be prepared for quarterly virtual calls to review progress and align support.
Term of Team Coaching Engagements
- Team coaching engagements typically begin for six months and can extend.
- The frequency of team coaching sessions typically reduces to 3 to 4 times per year, with longer engagements.
When projects have an end date, a focused withdrawal process is critical to bring awareness and intention to the learning.
- Aside from accomplishing an operational objective, an equally important goal is the development of the skills within the team so that they coach themselves.
Review and define the next steps with the organization
- Are the organizational stakeholders ready to lead a project?
- How does the organization adapt and expand learning?
- What support is needed for ongoing team development?