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I so appreciate the sample proposals provided to us to adapt when approaching a client. The language is powerful and compelling. And, in addition to the clarity of a proposal laying out what to expect, I’ve found it valuable to share the concept of “structured emergence” with clients, that is that we will plan and structure what is clear to us at the outset of the work AND we will also be present to what emerges along the way that would be valuable. Many clients are familiar with an agile approach and learning on the fly from our attempts, and yet they want the team coach to have the map for the whole journey. Framing it as structured emergence has been a way to acknowledge that the map is unique to each team and changing all the time, while also asserting that there are some comforting consistencies and measurable results such as the TDA and the team’s own KPI’s.
Maryellen, I love this addition and holding the team (and not only the leader or organization) accountable for their engagement. It makes it so explicit, and you (and Angela) have made it sound more like an invitation than an onerous responsibility.
Thanks so much for sharing this process. I can see how it would help a team to get aligned, and move forward.
Below is an Alignment exercises I like to use with teams. It can help teams when they are trying to articulate how they see themselves, and who they want to be. Using visual images takes advantage of the fact that more than half of the sensory neurons in our brain are visual in nature. When team members do this, they tend to feel safe and grounded in having images that convey something important. Seeing and hearing everyone’s chosen pictures enables the team to recognize where they are already aligned, and to see a shared picture for the future.
1. Coach brings a pack of visual image cards (e.g., InSights, Visual Explorer, your home grown deck) and spreads out on a table or other surface so each picture is visible. (Be sure to have enough images so there are at least 4 pictures per team member to allow for ample choice).
2. Invite all team members to circulate around the table in silence and to choose two cards:one image that captures where the team is now, and another for what they envision for the team in the future.
3. Once everyone has chosen two cards, invite them to take turns sharing (a) their current image and why they chose it-what it captures about the team as it’s currently functioning-both positive and problematic; and (b) their image for the desired future for the team-what their hopes are as shown in the image.
4. After everyone has been heard, have team identify some of the themes for who they are right now and who they long to be in the future. Be sure to invite positive reflections on the team as it currently exists, since they’ll want to continue these in the future as well as expanding their strengths into new areas.
5. In addition to capturing some of the team’s words on flip charts visible to all, it can be helpful to take a photo of all the team’s images. Some teams will want to create a vision board or similar reminder.
Please feel free to reach out if you have questions, or want to share an experience with a team you are coaching.
Ann V. Deaton, PhD, PCC Ann@wecanbounce.comClea, Thank you for posting this simple, yet powerful, idea. I don’t always think to have teams check in mid-session, and I think it’s an excellent idea to do that while there’s still time for course correction.
Great article, Melissa. Thank you for sharing it. I loved your point about the exhaustion factor for leaders when they are focused on pleasing others rather than connecting with their own core values and leading from this heart-centered place. And, of course, many of us don’t love being vulnerable, though when we are courageous enough to take the risk, it is freeing!
Eva, This is a great exercise to energize a team and remind them of their strengths. Do you see it as most relevant to the Optimism factor? And one specific question, what is your goal in having the participants exchange their questions?
AnnVery well described, Mandy. I can imagine trying this with a team and them seeing things much more completely when it comes to the impact of a decision. I’m going to post a reminder of a tool that is also helpful in decision making—Kaner’s gradients of agreement. Sometimes teams “agree” to an action or project, but their “degrees” of agreement vary. I’ve found Kaner’s “gradients of agreement” tool useful in enabling team members to weigh in on a scale instead of just thumbs up or thumbs down (Sam Kaner, Facilitator’s Guide to Participatory Decision-Making ). This enables team members to more readily surface lukewarm support and stay in the conversation until all voices are understood and included.