View the latest Coaching Supervision webinar presentation with Professor Peter Hawkins, a leading writer and practitioner in the use of coaching and coaching supervision and Christopher Smith, Managing Director of Bath Consultancy and an experienced coach, team coach and coaching supervisor.
During this session they explore 3 ways in which supervision can make a difference to:
•Coaching individuals with their teams and the organisation in mind
• Team coaching - maximising the value of the process for the wider business
• Your work as a practitioner in organisation development.
View the presentation to get the latest, leading edge thinking on the practice of systemic supervision.
Listen to the webinar here: http://www.bathconsultancygroup.com/what-we-do/coaching-supervision/coaching-supervision-webinar-recordings.shtml
This document summarizes Patrick Lencioni's model of the five dysfunctions of a team. It discusses that teams must build trust by being open about weaknesses, ask for help, and accept feedback. Without trust, teams fear conflict and fail to engage in passionate debate. As a result, teams lack commitment to decisions and avoid accountability. When accountability is lacking, teams become inattentive to results and focus on individual goals rather than collective success. The leader's role is to lead by example, protect the team, embrace conflict, generate commitment, and focus the team on results.
Presentation for the Ottawa Mobile & Social Media Apps group entitled "Working with Cross-Functional Teams", focused on communication, Agile project management - while creating happy teams and great products.
This document discusses several key factors that affect effective team communication and performance, including cohesiveness, conformity, competition/conflict, leadership, and steps to build an effective team. It explains that cohesiveness involves team members identifying with and feeling proud of their membership. It also lists several advantages of high cohesiveness. Conformity means team members abandon contrary positions in favor of majority views. Productive conflict through debating ideas can lead to more thorough decision making. Shared leadership and intellectual stimulation from leaders are discussed. Finally, steps to build an effective team include clarifying goals, roles, communication, and dealing with conflict.
Influencing skills - Getting results without direct authorityThomas Petite
This document summarizes a training course on influence skills. The course teaches professionals how to achieve results without direct authority by influencing others. It covers topics like defining desired outcomes, gaining commitment, dealing with resistance, and handling challenging behaviors. The course uses activities, videos and assessments to help participants develop specific influencing behaviors and strategies to modify their approach based on the situation. The goal is for participants to expand their toolbox of influencing options.
This document outlines 8 steps for transforming an organization as proposed by John P. Kotter: 1) Establish a sense of urgency, 2) Form a powerful guiding coalition, 3) Create a vision, 4) Communicate the vision, 5) Empower others to act on the vision, 6) Plan for and create short-term wins, 7) Consolidate improvements and produce more change, 8) Institutionalize new approaches. Each step provides actions to take and potential pitfalls to avoid to successfully implement organizational transformation.
Everything you need to know about 1 on 1s to prevent turnover and motivate yo...Jason Evanish
This document summarizes a webinar on one-on-one meetings between managers and their direct reports. It discusses why one-on-ones are important for information sharing, engagement, and retention. Experts like Andy Grove and Ben Horowitz emphasize their value. The document then covers best practices for one-on-ones, including making them consistent, building rapport, providing feedback, and discussing goals. Common excuses for not having effective one-on-ones are debunked. The key is to make one-on-ones a priority and stick to some basic guidelines.
This presentation discusses; what is people management, what are the key components of people management and what skills are require to be a good people manager.
This document discusses three models of change management strategy for information systems (IS) specialists: the traditional IS model, the facilitator model, and the advocate model. The traditional model views technology as the driver of change and the IS specialist as an expert responsible only for technical matters. This can lead to reduced credibility and inhibit organizational change. The facilitator model sees people, not technology, as the drivers of change and positions the IS specialist as a facilitator of group processes to build user capacity. The advocate model positions the IS specialist as responsible for achieving organizational change through technology.
Managing Difficult Conversations:9 Questions to Ask YourselfBarbara Greene
Do you avoid difficult conversations? There is no need to avoid them if you focus on the constructive possibilities. Start by asking yourself these 9 critical questions.
"Strategy" ... we know ... but... we dontSohan Khatri
This document discusses strategic thinking and strategy. It begins by listing common flawed concepts of strategy such as seeing it as an aspiration or action. It then discusses how overusing the term "strategy" can undermine credibility. Several attributes of strategic thinking are outlined, including systems perspective, being intent-focused, and thinking in time. Developing strategic thinking involves being a strategic learner, staying open-minded, and practicing techniques like asking questions. The document concludes by discussing strategic thinking in business context and testing the quality of a strategy.
The MTL Professional Development Programme is a collection of 202 PowerPoint presentations that will provide you with step-by-step summaries of a key management or personal development skill. This presentation is on "Influencing Skills" and will show you how to use influencing skills at work.
The document discusses conflict resolution for teams. It provides characteristics of high-performing teams and notes that over 65% of performance problems result from strained relationships. Team conflict is defined as when a team member feels bad about something related to the team. Personal responses to conflict like competing or avoiding are examined, as well as symptoms and sources of conflict like unclear roles. Strategies for resolving conflict like developing a mission statement, role worksheets, improving communication, and learning cooperation are presented.
This document discusses team building skills and effective teamwork. It defines what a team is, differentiating it from a group. The key aspects of team building include forming, storming, norming, and performing as the team develops. Characteristics of effective teams include clear goals, defined roles, open communication, effective decision making, balanced participation, valuing diversity, and cooperative relationships. Methods for building an effective team outlined are good leadership, sharing goals with the team, regular team meetings, resolving conflicts, and appraising/rewarding the team. Benefits of teamwork include enhanced creativity, efficiency, performance, reduced stress, innovation, and unity.
“Strategies to Create Highly Motivated Leaders”
Dr. Leahcim Semaj
Annual Conference of the Joint Committee for Tertiary Education (JCTE)
Holiday Inn Hotel, Montego Bay, St. James
December 8 & 9, 2016
The document discusses the five dysfunctions of a team according to Patrick Lencioni: absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results. It states that when teams have these dysfunctions, members are unwilling to be vulnerable, engage in productive conflict, make decisions together, hold each other accountable, or focus on collective success. This prevents teams from performing to their full potential.
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers, sharing relevant external data, and exposing people to troubling realities without overwhelming them.
2. Demonstrate urgency in daily actions by responding quickly, constantly emphasizing opportunities and competition, and holding urgent yet patient meetings.
3. View crises as potential opportunities rather than just problems by proactively seeking improvements rather than passively waiting for crises.
4. Address "No Nos" - people skilled at killing urgency - by circumventing or converting them if possible rather than allowing them to undermine efforts.
Transformational Coaching Supervision webinar with Professor Peter Hawkins, founder, Bath Consulltancy Group and Nick Smith, Executive Coaching Consultant, Bath Consultancy Group.
This document provides information for coaches and mentors on the London Leadership Academy register. It discusses what coaching and mentoring are, how they differ, and the benefits they provide. Coaching focuses on short-term goals and development areas through scheduled sessions, while mentoring involves a more experienced mentor sharing knowledge and experience over a longer period. Both aim to give space for reflection. The document outlines the application process for coaches or mentors on the register and emphasizes the importance of confidentiality, ethics, and structured goal setting and evaluation. Coaches and mentors must follow the EMCC or ICF code of ethics and adhere to ground rules to build trust and keep conversations professional.
Building Capability in an Innovative Way V3Alan Roy
This document provides an overview of GSK's approach to building Lean capabilities through role model leaders teaching and coaching. GSK developed a program where over 300 senior leaders taught and coached Lean thinking and practices to employees over a 3-week cycle. This helped embed Lean fundamentals as a way of life. The program resulted in unexpected benefits like improved relationships across the organization and better understanding of how to apply Lean tools. It also led to measurable impacts like reducing incident resolution times and staffing needs for computer support. Going forward, GSK aims to continue having senior leaders coach Lean and make it part of daily work.
The document provides an overview of Think Talent Services' executive coaching model called NEWS. NEWS stands for a development framework that covers Why, Where to, How, and Why Not to help executives broaden their self-understanding, develop in identified areas, and build a coaching culture. The coaching process involves a questionnaire, 3-way meetings, 8-10 sessions over 6-8 months using tools like the 12 Box matrix and Greatness Model. Think Talent promotes the globally tested NEWS method and has alliances in over 40 countries. Customers praise how NEWS helped them clarify career direction and break emotional baggage through its structured yet flexible approach.
The survey results show that the company needs improvement in developing leaders and supporting employee development. Less than half of employees feel the company identifies and develops high performers (46%) or has processes to ensure future leaders (36%). Even fewer agree that supervisors have the skills to support direct reports' development (29%) or effectively resolve workplace conflicts (43%). Only 38% feel supervisors communicate expectations well. The document discusses challenges with transferring training to on-the-job performance. There is often a lack of accountability and follow-up after training. Long-term behavior change requires ongoing reinforcement through activities like follow-up discussions, support groups, and feedback from managers.
Coaching Employees for High Performance (Webinar by Fuel50 & Quantum Workplace)Fuel50
Check out the full webinar at http://f50.li/cehp. Today, more than ever, providing opportunities for professional development and career growth is critical to engaging and retaining productive and high-performing employees. In fact, 100% of HR leaders identified improving leader coaching conversations as a top priority for them in 2017 and 70% of employers say their career development processes are ineffective at providing career advancement opportunities.
The ELITE Process is Pinnacle Management Group's leadership development program that uses assessments, training courses, coaching, and follow-up activities to improve individual and team performance. The process begins with diagnostic assessments of leadership skills and team dynamics. Participants then attend the flagship Team Centered Leadership training to learn communication and engagement techniques. Additional courses, coaching, and evaluations reinforce the lessons to ensure knowledge transfer. The customized program is designed to maximize return on investment and organizational excellence.
This document provides information about coaching and leadership development services offered by MSBCoach, LLC. It discusses the benefits of executive coaching, citing statistics that show improvements in areas like productivity, quality, and customer service from coached executives. It also outlines MSBCoach's coaching model ("I.S.C."), which involves identifying challenges, shifting mindsets, and creating breakthroughs. The document promotes MSBCoach's customized programs and collaborative approach to developing strong leadership within organizations.
The document provides information about MSBCoach, LLC and their coaching services. MSBCoach specializes in leadership coaching and developing strong leaders through inspired leadership. They use a three phase coaching model called ISC that involves identifying challenges and opportunities, shifting mindsets, and creating breakthroughs. MSBCoach customizes their coaching programs for each client based on evaluations and feedback to meet their specific needs. Their goal is to build high performing leaders and teams through partnerships with their clients.
This document provides information and resources for establishing a mentoring program. It defines the differences between mentoring and coaching, outlines various mentoring models and tools like the GROW model. It offers templates for goal setting, initial mentor questions, and a formal mentoring agreement. Checklists are provided for creating an in-house program and evaluating if one is suitable. References include websites for mentoring programs at various universities. The document aims to equip readers with knowledge for developing and implementing an effective mentoring initiative.
The document provides an overview of leadership coaching programs and services offered by DeKasp Enterprises. It describes executive coaching, team coaching, strategic planning retreats, and supervisory workshops. The programs are designed to help businesses and organizations improve leadership skills, build high-performing teams, and drive better business results through accountability, strategic planning, and performance management training. A wide range of industries are currently served, from small businesses to Fortune 100 companies.
Business /Executive Coaching and Consulting: Helping Businesses increase cash flow, reduce working capital, grow their businesses and position their businesses for sustainable results. My focus is usually on Get the Business, Run the Business,Guide the business and Manage the Business.
Group Supervision:Shifting Coaching to Enable Change webinar July 2014GP Strategies Limited
As part of the Transformational Coaching Supervision programme at Bath Consultancy Group this webinar presentation explores the benefits and approach to Group Supervision for internal and external coaches to enhance their coaching capability.
The document describes a leadership transformation program through the Care and Growth Model. The program includes four phases - Plan, Assessment, Implementation, and Sustain. In the Plan phase, the context is established and approach, timeline, and costs are defined. The Assessment phase involves 360-degree feedback, individual sessions, and identifying development areas. The Implementation phase covers workshops on the Care and Growth modules and coaching. The Sustain phase utilizes online learning and coaching to maintain the changes.
This document provides information about Intact International's Team Coaching and Development program. The program consists of 6 workshops over 50 hours that teach skills in team coaching, consulting, and development based on theories like transactional analysis and group relations. It is accredited by the ICF and provides 50.75 continuing education units. The program aims to help experienced professionals like coaches and consultants improve their skills in areas like structuring teams, facilitating stages of team development, and providing coaching to teams. It involves workshops, intervision groups, a learning logbook, presentation, and a team coaching case study. The case study demonstrates how to apply team coaching concepts in practice to improve business performance.
The document summarizes a webinar on bringing science to the art of coaching. It discusses how coaching has grown significantly in recent decades and is being used more widely in organizations. It also reviews research showing that more effective coaching by managers is correlated with higher employee engagement, commitment, and performance. The webinar explores concepts and techniques from counseling research that could help make coaching more effective, such as focusing on stages of change and using motivational interviewing approaches. It emphasizes the importance of developing coaching skills systematically in managers.
Ipdc training 2014 mentoring & coaching skills Bun Sucento
IPDC TRAINING & CONSULTING - FACT SINCE 2000
Trained more than 15,000 participants (Top executives, senior managers, middle managers and professionals) in combined 12 years both in in-house and public programs setting
Served more than 650 major clients across industries, sectors and regions, including Vietnam, Malaysia, Thailand.
Run more than 350 different workshops or training programs on yearly basis
Has Partnership with several major training institutions in overseas region.
The document provides an in-depth analysis of coaching and mentoring. It defines coaching and mentoring, outlines their key differences, and examines how organizations incorporate them. Coaching focuses on short-term tasks while mentoring emphasizes long-term development. Several companies are discussed that employ coaching and mentoring programs, including Coca-Cola, Deutsche Bank, Barclays Wealth, Tesco and Saint-Gobain. Surveys show benefits include retention and personal development, while challenges include poor matching and lack of support.
This document summarizes a presentation about coaching for fidelity and sustainability in implementing programs and initiatives. It discusses key coaching features like building relationships and providing feedback. Coaching supports all stages of implementation from exploration to sustainability. Data on fidelity and outcomes helps coaching. The RENEW model is used as a case example, outlining its components, tools for coaching, and example outcome data. Coaching is presented as key to successful and sustained implementation.
Similar to Supervision with the team and organisation in mind webinar (20)
Don Duquette, Vice President, GP Strategies Corporation looks at the Top Trends for Learning & Development in 2017 including Micro-Learning, Adaptive Learning, MOOCs, Virtual Reality, Machine Learning, Content Curation, Corporate Learning Apps and Spaced Learning.
Building for the Future: Learning Approaches in Preparing for Uncertainty and Turbulence.
Read more about our risk management solutions: http://www.gpstrategiesltd.com/managed-learning-services/governance-risk-compliance.shtml
The document provides an agenda and materials for a resilience workshop on learning approaches for preparing for uncertainty and turbulence. The agenda includes three keynote speakers who will discuss topics like future-fit business benchmarks and reporting to CDP to measure environmental performance. The materials include presentations on developing skills and tools to adapt to changing conditions from mega-trends like climate change, resource constraints, and population growth in order to both survive and thrive through effective management and opportunities.
Don Duquette, Executive VP at GP Strategies looks at some of the learning trends set to soar in 2016 and some that are on the horizon. What trends will take off in 2016 and how will they impact your Learning & Development?
GP Strategies is a Learning and Development organisation. We help others learn but we’re always learning ourselves. Learning is a lifelong journey and each one of us is always learning something new along the way. In 2015 we asked our colleagues to reflect on what they’ve learnt this year. Here's our Top 10 selection of learns from 2015
A perspective by GP Strategies Learning Solutions Architect, Jeremy Miles on how we can utilise virtual reality and augmented reality for wider skills development and training.
Retaining Top Talent - Balancing the expectations and aspirations of graduates and senior management with the Elevate Graduate Development Programme from GP Strategies
In this BlessingWhite Coaching webinar Fraser Marlow explores the importance of coaching in business and models for implementing it successfully into organisations.
The document discusses engaging design for curriculum, which aims to provide an environment for learners to share best practices through doing, thinking, and improving performance. It recommends delivering engaging design through instructor-led, e-learning, and blended learning approaches. The three tips suggest engaging learners in job-relevant activities, focusing on valuable outcomes that learners can apply on the job rather than forcing information, and giving learners access to the same tools and content used in their jobs.
In this webinar Judy Ryde, author of Being White in the helping professions, looks at how coaching professionals can work more effectively within a multicultural environment. If you are an experienced coaching professional within a powerful cultural grouping, working with multicultural executive teams and coaches, this webinar looks at how you can challenge your perspective and explore your own racial and cultural identity. Discovering your own bias and assumptions will enable you to tackle the powers at play within multicultural coaching interventions. See more about our Transcultural Coaching Supervision course at www.bathconsultancygroup.com.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Questions about Hiring for AI EngineeringBryan Bischof
This discusses the most important questions (and my answers) about hiring for AI Engineering teams.
It specifically discusses what attributes you should look for in hires, how to interview them, and what the team makeup should look like.
Embracing Change_ Volunteerism in the New Normal by Frederik Durda.pdfFrederik Durda
The new normal has not diminished the spirit of volunteerism; rather, it has transformed it, opening up new avenues for individuals to connect with and support their communities. As we continue to adapt, volunteerism will remain a vital force in building resilient, compassionate, and inclusive societies.
3. International Coaching Week 2014 #icw2014
Your presenters…
Professor Peter Hawkins
Founder and Emeritus Chairman
Bath Consultancy Group
Chris Smith
Managing Director
Bath Consultancy Group
4. Whilst you are waiting, please type any
questions that you have about
Supervising with the Team and
Organisation in Mind
and hit ‘Send’
WELCOME!
We will be
starting shortly.
Please type your questions
in the Q&A box
5. Supervising with the team and organisation in
mind
The course focuses on how to do systemic supervision
so that we focus on the needs of the team, the
organisation and the organisation’s stakeholders
as well as the coach and their individual clients.
It includes how to supervise team coaching and work
with
the wider organisation.
6. Systemic coaching supervision
A definition
Supervision of a coach or team of coaches which is:
• Informed by a systemic perspective
• In service of all parts of the system learning and
developing
• Attends to the client in relation to their systemic
context(s)
• Includes the coach and the supervisor as part of the
field that is being reflected upon
7. Overview
1. Supervising Individual Coaching
2. Supervising Team Coaching
3. Supervising Multiple Interventions in an
Organisation to ensure Organisational Learning
8. Overview
1. Supervising Individual Coaching
2. Supervising Team Coaching
3. Supervising Multiple Interventions in an
Organisation to ensure Organisational Learning
9. The coaching paradigm shift
From facing the person
you are coaching as your
client, to going shoulder
to shoulder with them as
your partner, jointly
facing what their world of
tomorrow is asking them
to step up to
Where coach and client
are jointly in service of
the needs of the wider
organisation and its
stakeholders
Creating not just
personal development
but shared value for
multiple stakeholders
10. New paradigm questions
Outside-in and future-back
?
What does your
world need you
to step up to,
that you are
struggling to
step up to?
Who or what is
our work in
service of?
How do we
best work
together to
create the
maximum value
for those you are
in
service of?
What
percentage of
your potential to
make a
difference in the
world are you
currently using?
What
percentage
could you be
using in a year’s
time? What do
we need to do to
traverse
the gap?
11. Seven modes of supervision
1. The client situation
1
4
6
7
Supervisory System
Coaching System
Supervisor
Coach
Client
2
5
3 2. The coach’s interventions
3. The coaching relationship
4. The coach
5. The supervisory
relationship and parallel
process
6. The supervisor
7. The wider context
12. The journey from team manager to team coach
Team
Manager
Team
Leader
Team
Orchestrator
Team
Coach
13. Overview
1. Supervising Individual Coaching
2. Supervising Team Coaching
3. Supervising Multiple Interventions in an
Organisation to ensure Organisational Learning
14. Team
Facilitation
Process Focus
at events
Performance
Task and
Process Focus
Leadership
Team Coaching
Task, Process,
and
Stakeholder
Focus
Transformationa
l Leadership
Team Coaching
Task, Process,
Stakeholder,
and
Organisational
Transformation
Focus
Systemic Team
Coaching
Task, Process,
Stakeholder,
Organisation,
and System
Focus
The extended team coaching continuum
15. The five disciplines of high performing teams
Task
Process
Inside
(within boundary)
Outside
(across boundary)
Clarifying
Primary purpose
goals, objectives roles
Commissioning
Ensuring a clear commission
for the team and contracting
on what it must deliver
Co-Creating
Interpersonal and
team dynamics team culture
Connecting
and engaging all the
critical stakeholders
Core
Learning
Reflecting,
learning, integrating
16. Supervising team coaching
(Chapter 13 in Leadership Team Coaching, Peter Hawkins, Kogan Page, 2014, 2nd Edition)
Greater
complexity
of the
system
being
supervised
Team Coach
often feels
flooded by
the data
and then
floods the
supervisor
Importance
of moving
quickly from
data to
pattern in
the team
and system
Then to
move to
what needs
to shift in the
relationship
between
team and
coach
17. Ten modes of supervision - “The ten-
eyed model”
1. The client situation
4
6
7
Supervisory
System
Coaching
System
Supervisor
Team
Coach
Client
Team
5
2. The coach’s interventions
3. The coaching relationship
4. The coach
5. The supervisory relationship and
parallel process
6. The supervisor
7. The wider context
Team
Stakeholders
2 3
1
-2
Team
Eco-System
-1
-3
-1. The team stakeholders
-2. How the team engages their
stakeholders
-3. The relationship between the
team and its stakeholders
18. Overview
1. Supervising Individual Coaching
2. Supervising Team Coaching
3. Supervising Multiple Interventions in an
Organisation to Ensure Organisational Learning
19. 19
E V E N T S
Patterns of
behaviour
Systemic structure
Mind sets
Emotional ground
Motivational roots
Six levels of system view
20. Still there is a level of caricature between
Corporate Centre and Academic departments
You are anarchic
and have too many
underperforming
academics and
siloed departments:
• We need to bring
you into line and
systematise you
You are an overhead
that we pay for:
• Cost us less and
serve us better
• Less un-joined
up bureaucratic
demands
21. Client X at its worst
Top down fix
(Winners/losers)
‘Us’ and
‘Them
Joint
challenges
Talk ‘about’ not
‘with’
Resentment,
critique,
complaint
Defence and
counter blame
“Fight”
Locate the
problem and
fault in the other
• Create a policy
• Write a strategy
• Do nothing
“Suck up control”
Delegate
upwards
Assign
ownership/
accountability
to others
Events
Avoid
• Form a committee
• Create a
bureaucratic
process
22. Client X at its best
‘Com-laberation’: A virtuous cycle of intent
Create robust
‘win-win’ solution
that builds joint
confidence. “Holding
and respecting
diverse/different values”
Agreed prioritisation
of each other’s values
Shared
ambition
“Joint
challenges”
We locate the
challenge in
between us
rather than in
one or the other
Challenge our
own behaviour as
well as that of
others
We get the
right people
round the
table
Own joint
responsibility
for issue and
its solution
Get the ‘dead
elks’ onto the
table
24. What our Alumni say...
Good event and it really helped me to get the hang of the
seven eyed model. I was also reminded of how much I enjoy
working
with group supervision.
Group Supervision for Executive Coaches course, Oct 2014
A very enjoyable, inspiring and thought-provoking experience.
A great way to end the formal part of the BCG coaching
supervision certificate programme.
Advanced Supervision course, Dec 2014*
*This course is only available to people completing the full Certificate Programme
25. Dates for your diaries
21-23 January:
Supervision Essentials
(Foundation)
London, UK
4-6 March:
Supervising with the Team and
Organisation in Mind
Bath, UK
26. Follow us on Twitter @BCG_OD Follow us on
LinkedIn