| Project Design |
| Phase 1a | 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.
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| 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 |
| Team Discovery |
| Phase 2a | 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.
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| Phase 2b | 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.
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| Team Coaching |
| Phase 3 | 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.
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| Process Transfer |
| Phase 4a | 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.
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| Phase 4b | 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?
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