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Hi, I’m currently working with a client on non-coaching projects. Today I presented the idea of TDA to the President of the company. She is concerned that her second in command (on a total exec team of 7) will not share self-reflective feedback since he’s from the UK based on her experience trying to have him engage in similar activities.
Questions for the Group
1. Is the reluctance to share something you’ve encountered? Has it been a cultural issue, i.e. Britons don’t share, Americans share too much, etc.?2. How have you overcome this issue without playing the “your boss says you have to” card?
Thanks.
Jason
Good question. My first thought is that if a participant is reluctant to share self-feedback, there might be a trust issue with the team lead, the group, or the organization as a whole. It provides an interesting coaching conversation around whether there is trust within the team, how does that show up, what does trust mean for the team, and what behaviors indicate trust. I wouldn’t single out any one person as part of the process, though the group might do that on their own. It’s tougher with a cultural lens, and so the conversation can center around behaviors that serve the team well, and behaviors that don’t.
The authority dynamic and what team members feel inclined to do based on authority’s presence is a great on-going conversation.
Sometimes I find that if trust is low it can be valuable to do some one on one coaching with people before beginning the team work. This helps to build trust with you, and to get people use to vulnerability. Then you can move to the team work later.
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