Coaching the team
Self-management, feedback and team coaching.
Three and a half hours on coaching the team: competing theories of emotion, self-awareness and self-management, critical conversations and feedback, team coaching and leading debriefs.
- Level
- Focus
- Learning time
- 3 hours 30 minutes
- Where
- Leading yourself
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Team leaders and managers who want to coach whole teams as well as individuals
Overview
A leader who coaches has to manage their own reactions first, then help a whole team think and learn together. Drawn from the Immerse Leading by asking, this Focus starts with Paul Ekman's universal emotions and Lisa Feldman Barrett's constructed emotion, then builds self-awareness and self-management through Boyatzis and Goleman's competency model and Susan David's emotional agility. Critical conversations follow, replacing the feedback sandwich with Situation, Behaviour, Impact, alongside Radical Candor, Michael Bungay Stanier's coaching questions and Acas guidance. Last, it looks at team coaching, using Hackman and Wageman on timing, Hawkins's five disciplines and Pixar's Braintrust, and team learning through the After Action Review.
Aims
This Focus exists to help leaders move from coaching individuals to coaching teams: staying composed in hard conversations, giving feedback that is clear and usable, choosing the right moment to intervene and leading debriefs that improve the next piece of work.
In summary, you will be able to:
- Explain why you cannot argue someone calm, drawing on the two competing theories of emotion, and use emotional agility to stay composed.
- Apply Situation, Behaviour, Impact and coaching questions to give clear feedback in place of the feedback sandwich.
- Lead a team debrief such as an After Action Review, timing team coaching interventions with Hackman and Wageman and Hawkins's five disciplines.
What you'll develop
Through this Focus course, you will build the ability to:
- Compare Ekman's classical theory of emotion with Barrett's theory of constructed emotion and identify where they genuinely disagree and where they agree.
- Describe the four internal competencies in Boyatzis and Goleman's model and Susan David's four skills of emotional agility.
- Give specific, caring and direct feedback using Situation, Behaviour, Impact and Radical Candor, and explain why the feedback sandwich undermines both criticism and praise.
- Distinguish group coaching from team coaching and explain why design comes before coaching.
- Describe Edmondson's team learning behaviours and West's team reflexivity cycle.
- Explain the refractory period and apply it to handle a tense conversation by pausing and returning to the substance rather than arguing louder.
- Apply Intentional Change Theory to plan development that starts from your own ideal self rather than from compliance with an imposed plan.
- Use the Coaching Habit questions, especially 'And what else?', to find the real issue before offering any advice.
Built from 3 parts.
3 hours 30 minutes of learning.
- 01Know yourself, steady yourselfEmotions, self-awareness and self-managementBitesize · Emotional Intelligence2 modules
- 02The conversations that countFeedback, coaching and conflict for managersBitesize · Management1 module
- 03Teams that learnTeam coaching, reflexivity and debriefsBitesize · Team Development2 modules