Please enable JavaScript.

Coggle requires JavaScript to display documents.

Systemic team coach - Coggle Diagram

- - - - This discipline focuses on what stakeholders expect of the team and requires the team to iteratively contract with them on what the team is required to deliver
      - There are many teams, and boards that merrily work away without always being clear what their external stakeholders fully expect of them and are then surprised when those stakeholders provide negative feedback on their performance
      - In order to help with commissioning, the company secretary as a systemic team coach may facilitate stakeholder interviews, stakeholder mapping, role-play, focus groups or other desktop strategic research to help the board team better clarify their commission
    - - Having agreed what stakeholders require of them, the team will then need jointly to clarify, agree and commit to how it will execute on this expectation together
      - This will involve them considering their shared purpose, vision, strategy, objectives, systems and processes, roles and responsibilities and values
      - There are many models and exercises that a team can use to support in the clarifying stage of systemic team development such as developing a team charter, vision/mission/values activities, utilising a SWOT analysis
    - - This is where a team coach can support a team in working together to deliver their joint endeavour and in a board's case, is equivalent to the boardroom dynamics and team culture
      - Some models and exercises that are useful to support a team in this discipline include psychometric tools and personality types such as the MBTI and Belgian team roles, Lencioni's 'five dysfunctions of a team' framework, Tuckmans developmental model
    - - This is where the team needs to engage with all their key stakeholders and be tuned into the broader organisational and environmental culture within which they exist
      - The role of the team coach in this discipline is to support the team in preparing to communicate with outside stakeholders.
      - Exercises that can be used to do this include stakeholder mapping, interviews, role-plays and even the empty-chair technique
    - - This is where the team is encouraged to stand back and reflect on its own performance to consolidate on successes and learn from mistakes
      - The board evaluation is an obvious set piece of core learning that the company secretary is often responsible for and can deliver in a team coaching role
      - However, core learning is also an ongoing process such that a company secretary may function as a team coach by consistently inviting feedback from key stakeholders and encouraging honest conversation internally between board members, both during and between board meetings