We coach, develop and work alongside leaders and teams to shift ideas on leadership and provide the skills and tools needed to grow teams.
A lifetime of reflection has led me to understand that I, like most others find some feedback very hard to embrace while other feedback can slip off of me like water off of a duck’s back. I also find some feedback is easier to give than others.
The Cynefin Framework is an interesting lens to use when looking at the challenges and responsibilities of a team. Through this framework, you can make assessments about how members of the team should be working when tackling a particular task or challenge.
I am an experienced and competent facilitator, but I’ve realised that I need to be teaching teams how to fish, how to cook and serve for themselves.
And, herein lies the difference between a strong facilitator and a strong coach.
And then the change day cometh. ‘D-Day’. It’s what everyone has been doing all that planning for. And now the key decision-makers and the planners responsible for change can take a bit of a back seat, as their hard work is mostly complete and the change implementation is now in the hands of the people; the leaders of new teams and the teams themselves.
Our framework has eight distinct levels of engagement and performance. In the lower levels the team is under performing in one or more areas and may in fact be dysfunctional. Teams of this kind are more likely not real teams and probably need troubleshooting and special strategies for lifting up.