Tag: teams

3D Juggling 680: Confession Time

There are still a couple of spaces on 9th June’s Action Learning Facilitator Training.  If your organisation is geographically spread, we will also be doing a taster about Virtual Action Learning at 10am on 25th June for an hour – via webinar.

The next open Transforming Conversations course starts in September  If you book in May, we are offering organisations 4 places for the price of 3.

Claire writes: “After all the positive feedback from last week’s blog, I think we must have hit a chord.  So it’s time to come out and say it: ‘My name is Claire and sometimes I feel like an imposter’.

That inner critic and I have many conversations with each other – and we have even gone to supervision together!  I am learning that there is value in a bit of imposter syndrome.  Learning to manage it well takes time… but imagine how unbearable we would all be if we thought we were brilliant at everything! Do you feel like an imposter?”

© 2015 3D Coaching Ltd

May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

3D Juggling 646: No Idea

Claire writes: “One of the commonest questions I am asked by people doing one to ones at work is “what do I do when the person I am talking to says they have no idea how to move forward?”

That’s probably because there is a high risk of us telling them what to do.  But if we want to help people find their own solutions and take more responsibility, that’s not the only way.  In coaching, we often scope options – so you could do nothing, or you could do <extreme>. What else could you do?  What would so and so say?  It’s even fine to throw in some other possibilities, as long as you don’t press for your preferred option. Telling and selling our ideas takes up the other person’s valuable thinking time.

Senge’s Five Disciplines suggest the difference between tell and sell and tell and coach. ‘So you could do this or this or this,  what else? Now you know that, what do we need to do here to help you move forward?’ A coaching style means we don’t have the last word.”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com
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3D Juggling 643: Sabotage

Claire writes: “My daughter is learning to drive. I’m sure that she would love it if, one day, the instructor just told her that he had changed roles and become the examiner, and that she had passed her test without even knowing it was happening. At work, we change roles all the time without saying anything.  We flip from manager to mentor, supervisor to friend, non directive to directive.

When we take responsibility to change roles, without asking, we take the power.  If I am doing an appraisal or review and decide that what you really need in response to what you are saying is some deep listening around a specific issue, and I do that without asking, I have sabotaged your review.  I may be right.  But I need to ask or I deny you your review of the last year.  Working out between us what we need to do today and how we will do it is harder work that just doing what we normally do takes more time.  And it is more transformational for all parties.  If you agree with this, and find it hard not to change roles, try sitting in a seat where you don’t normally sit.  It’s amazing how that can help us stay in role!”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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3D Juggling 640: Unexploded Bombs

Claire writes: “The more we listen in organisations, the more we hear how much people are passing responsibility to others, taking too much of it for themselves or refusing to pick it up.  It’s as though organisations and businesses are full of bouncing balls.  When people catch them, they pass them on really fast to someone else.  And then the music stops, the ball turns into a bomb and explodes, and everyone else steps back while the one left holding it carries the can.  One organisation we work in describes it as throwing cats over walls.

And yet, if we work in a team, it’s not about MY responsibility or YOURS anyway, it is about OURS.  Consistently changing the language of conversations can really help to begin to change a culture.

That means a shift to we language from

  • What do you want me to do? -> It would help me if we could think…
  • I want you to -> What do we need to do here so that you feel ready/able to do that?
  • You have to… -> What needs to happen so that you feel equipped enough to?
  • This is what’s happened -> How can we manage this in the best way possible?

Shifting from I/You to we can stop there being quite so many unexploded bombs. It’s part of the coaching toolkit”

© 2014 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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3D Juggling 544: Travelling Backwards on a Train

Lynn writes: “When I work in organisations I often hear frustration amongst staff about individuals living in the past.  The other week I was travelling on a train and it made me think….Sitting rear facing in a train is the safest way to travel. In the event of a crash you will sustain less injury.  However when you look out of the window travelling backwards, it is really difficult to make sense of what you see as it flies away from you as soon as you process  what you have glimpsed.  The view seems more transient when seen backwards and it is harder to see the whole vista rather than small areas.

So why do so many people and organisations look backwards to what has happened? And what has gone before?  There is of course lots of learning to be gleaned from what has gone before but only looking that way can distort your view and prevent you from having enough time to see clearly what is out there. Maybe it is because we feel safe in a crash?   I have travelled hundreds of times on a train, forward facing so perhaps my risk is small and manageable as is the risk of looking forward at work?  Although looking forward I can’t see everything and the speed it travels towards me feels a bit scar.  If I do it often enough I begin to spot clues of what is on its way. Think about it…”

© 2011 3D Coaching Ltd
May be distributed freely.  Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

3D Juggling 460: Personality clash?

Jane writes: “Have you ever heard someone say when describing a problem between two people, ‘It’s a personality clash’? And have you noticed how this is left hanging in the air as if to say ‘That’s it, I’ve tried everything and there’s nothing that can be done to help’? Except of course that managers and organisations do try to ‘help’ – often when faced with claims of bullying or harassment or long term stress related absence. And that help often leads to more stress for the individuals concerned and their colleagues, and sometimes to formal grievances, disciplinary cases, and maybe people being moved or even leaving an organisation (along with all their knowledge and skills). And all of this takes up a lot of time, and time costs money.

So how can we help safely and sooner to minimise the impact of ‘personality clashes’ on individuals and teams?

We use DiSC profiling as a tool to help people better understand their communication preferences, the impact these can have, related benefits and challenges, and how they can adapt when working with others to minimise conflict and maximise their effectiveness. DiSC provides simple, safe language that can be used to talk about difference and help people to state their needs with respect for those of others. We have found that this really helps people who couldn’t talk to each other to have productive conversations, which in turn lead to productive working relationships. How much could this save your organisation? Who do you know who might benefit from using DiSC?

Want to know more? Talk to us

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to someone who has a personality clash in their team.

Discuss this week’s juggling at http://www.3dcoaching.blogspot.com/

© 2009 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

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Coming Soon:
21st January Action Learning Set Facilitator Training – London
http://www.3dcoaching.com/3d_training/train_to_facilitate_action_learning_sets.phtml

3D Juggling 456: Fairy tales?

Jane writes: “Once upon a time there was a tyrannical boss who made all they came into contact with shiver and shake with fear and frustration. They ruled their empire harshly, banishing anyone who challenged their authority….

Once upon a time there was a confused team. Generally it was happy and effective, but every now and then things went wrong. This tended to happen whenever the team agreed to do something new. An experienced member of the team, who was very knowledgeable and did many things well, would complain about it and undermine the good intentions of her colleagues. The other team members didn’t know how to stop her and were waiting for a knight in shining armour to come along and put things right for them….

A recent article in People Management magazine discussed the benefits of using fairy story metaphors to describe unacceptable behaviour – powerful but maybe not comfortable for everyone.

We find that the DiSC profiling tool offers safe language that can be used to discuss difficult people issues, and to develop helpful responses. DiSC provides 15 classic profile patterns, one of which will fit an individual better than others, while recognising that they are unique. Learning how my profile is different, or similar, to yours can help me to understand why we impact on each other in the way we do – and how we could choose to adapt our behaviour when this would help to make our interactions more successful. Successful could mean less stressful, quieter, that long standing issues are addressed, or just that we enjoy them more.

Do you have a fairy tale that needs happy ending? Ask us how DiSC could help you to write it.

(See p.42 of People Management, the magazine of the Chartered Institute of Personnel and Development, 19 November 2009)

© 2009 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

 

3D Juggling 453: Team not talking to you?

Jane writes: ‘When running a series of Communication workshops Lynn and I came across a manager who was frustrated by the fact that, however hard she tried, she could not get her team members to speak up at team meetings. She was convinced that they had useful things to say – things they were saying at other times to other people – things that could help the team to develop and become more effective. What was the problem?

By exploring with this manager how she preferred to communicate (and be communicated with) she was able to acknowledge that her approach at team meetings was linked to her preferences – direct, in the moment and expectant of an immediate response. She also recognised that the preferences of some of her ‘reluctant’ team members were different – they needed time to think about and prepare a response, to be sure of facts before speaking, and acknowledgement of the impact that any changes would have on how people worked together.

With this in mind the manager adapted her approach to her team meetings by sharing an agenda before each meeting so that team members could prepare their thoughts. When she needed to reduce break times and ensure that mobile phones were not used in the workplace she acknowledged that her team members would have concerns about keeping in contact with family and friends, and about their rights. This enabled her to communicate with them in way that enabled the changes to work with agreement. The longer term result – many more contributions, great ideas and a more effective team!

We used DiSC profiling to help explore communication preferences with this manager. Contact us to find out more about DiSC and how it can support team building, conflict resolution, recruitment, and appraisals. DiSC was also featured in the Health Service Journal 26 October 2009.’

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to someone whose team is not talking to them

© 2009 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

3D Juggling 451: Sore feet

Claire writes: ‘I walked my 20 miles with Tim last Monday as part of his 180 mile trek to raise money for The Severn Hospice. Do sponsor him  I thought I was quite fit. After all, I go to the gym several times a week and my last fitness MOT said I was as fit as a 19 year old!

There were three pieces of learning.

  1. The pain barrier can last hours (or days)
  2. Training for an hour does not necessarily prepare you for a full day
  3. Take care how you bring in a new team member

We had walked 8 miles at a steady pace before stopping at a pub to wait for Tim’s son. Unfortunately the pub was hard to find and we were stopped for too long. We never fully recovered from that stop. Charlie brought enthusiasm and a faster pace which meant that we took a little while to find a pace to suit us all. The wait and the change of pace meant that we oldies found the last 3-4 miles very very hard.

Waiting too long for a new team member to come along can cripple organisations. If you’re in that position at work, what can you do to keep moving forward – enough – as you wait for them to arrive so that their integration isn’t painful for you, for them and for the organisation? And how do we harness the enthusisasm of a new team member whilst ensuring that the organisation is also able to fulfil it’s objectives – with the whole team?

Love this? Do us a favour and send it to five people. Who thinks like you? You could send it to someone who is waiting for a new team member.

© 2009 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com

 

3D Juggling 447: Formula 1 Team

Lynn writes “The other day Jane and I were working on a tender together for some work in a large public sector organisation. We were trying to explain “transformational facilitation” – a way of working that can lead individuals and groups into territory that is so new they may not even have dreamed of it.

In organisations, work can be like driving a formula 1 racing car – fast and furious, exhilarating and most of the time pretty scary. You have to rely on your team at every pit stop to give you sustaining fuel and to change your tyres to those that are most appropriate for the conditions on the track.
What we do at 3D is help managers to experientially learn to drive at break neck speed if necessary and to enjoy the buzz. We work with the whole team to understand their roles at pit stops and to determine the fuel and tyres correctly. The transformational piece is when individuals and teams are able to see that they have fair weather and wet tyres and can be innovative and change or adapt these to be for oil spillage or snow. Or can look at a different formation of the tyres they already use, 2 wet at the front 2 fair at the back or perhaps diagonal placement…..!

If you look at the Brawn team they have challenged the status quo in the racing world by making adaptations to their car which are so effective people want to make them illegal as others can’t compete!

Calculated risk is what makes individuals and organisations grow as Peter Sauber (owner of the Sauber Formula 1 team) said: “It is the head and not the foot that is instrumental in any one driver’s achievement. Few consider that.”

Do you want to work with your team to consider how to “use their heads” in a new and innovative way – from a completely different perspective?”

© 2009 3D Coaching Ltd
May be distributed freely. Please retain contact details: www.3dcoaching.com and send a copy/ link to info@3dcoaching.com