Group and Team Coaching
We know that you as an individual have lots of potentials which are not identified, developed, and unleashed. The same is true of groups. It is true of most organizational boards, it is true of most departments, it is true of most associations, it is even true of families. In fact groups of people not only have all of the untapped potentials within each of the individuals that make up the group, they also have the systemic potentials that come together to create more intelligence, more productivity, more learning, higher level performance and spirit.
Teams that succeed at the highest levels are prioritizing emotional intelligence. The message is simple. Success comes through communication, positive expectations, teamwork and dynamic soft skills. Making these a part of team climate and culture supported attitudes, performance and continuing improvement. Your team, in business, education, or any area, needs the highest quality of emotional intelligence and positive psychology to succeed at championship levels. To self-actualize, individually and collectively, fun needs to be a focused objective, not just an afterthought.
Group and Team Leading
Leading thinkers in organizational development, management, leadership, coaching, and business have noted for years that most groups inside of organizations are not only not producing their highest and best-they are dysfunctional. They are operating at a level lower than the combination of the parts. They are actually limiting and diminishing the possibilities of the people within the organization. It is the rare and unique organization that is able to identify, develop, and release the potentials of their people and even more rare for an organization to be truly a self-actualizing organization in that they identify, develop, and release the potentials of their groups and teams. By identifying a checklist of operating behaviours that reflects or indicates dysfunctions, then as a group and a group coach, you can pinpoint specific actions that group members do which lead in the wrong way.
Giving Feedback Effectively
The power of giving sensory feedback and providing information about how someone meets (or doesn’t meet) the benchmarks is crucial. That’s because when feedback is done well, it can powerfully shape the skill development of the coach and offer corrections for mis-practices.
Workplaces that provide opportunities for employees to voice their opinions and be involved in decision making have on average 33% lower employee turnover. Source: Jiang et al. (2012) Academy of Management Journal, 55(6) 1264-1294.