Coaching

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Buurtzorg and the power of self-managed teams of nurses
...d more autonomous and fulfilling lives. So today, there are some 15,000 nurses, and they're split into around 1,000, self managing teams supported by coaches. It's a business model that's inspired people all over the world, because it's achieved incredible cost savings. And patients and employees, of cours...more
...ndle that? How did you deal with discussing that it wasn't quite working out? Did you ask her to leave? How does that work? Marian: We asked our team coach: how can we do this? And eventually we found another job for her. Lisa Gill: You helped her find a different job? Chila: Yeah it was not good for her...more
...?" Jolanda: It was for two years on our list, and it cost money. Chila: She was also depressive and so it was quite complicated. But we have our team coach. If it's too complicated for us and you don't know what to do, or you have legal problems, or with the police or something, or whatever, you can call...more
...it's too complicated for us and you don't know what to do, or you have legal problems, or with the police or something, or whatever, you can call the coach, and she helps....more
...Lisa Gill: So how did the coach help in this instance? What support did they give you in terms of having conversations with this woman? Chila: At a certain point, she took over and ...more
...easy to bring those things up and work on it together? Chila: Yeah, when we're in a meeting, we discuss things and ask: What can we do? Or we ask the coach. Jolanda: Well, we have a day of work: we start at eight and we end at four. And then you have several hours where you have no clients from 12 to thr...more
...e sometimes have had some of those things. You have to talk about it. You have to. It's Buurtzorg policy. And if you cannot work it out, you call the coach, and then there has to be a solution sooner or later. So we do that. Sometimes it's difficult, but most of time we manage. And it's been ten years, s...more
.... Jolanda: He gives trust, "You can do it." And you do what you have to do. Chila: And goodbye. Jolanda: And what you think you have to do. Marian: Coach. Only coach. Jolanda: And listen to the people who say, you can do it better. They are from the working floor. Chila: Yeah. They know best, actually....more
...He gives trust, "You can do it." And you do what you have to do. Chila: And goodbye. Jolanda: And what you think you have to do. Marian: Coach. Only coach. Jolanda: And listen to the people who say, you can do it better. They are from the working floor. Chila: Yeah. They know best, actually. Marian: Lis...more
...Buurtzorg dealing with that? As an organisation, are you finding ways to address that and support people who are burning out? Jolanda: Yeah, well the coaches do that. Chila: And Jos has all sorts of ideas about sports, and keeping an eye on each other. And all sorts of tips he gives about what you can do t...more
...he right way, you don't need any manager, anywhere. I really believe that. We can do it so everybody can do it! Jolanda: But it's also nice to have a coach. That's different to a manager. They support you. They don't say you have to do this or that. But they support you. And that's what you need. No lead...more
...Lisa Gill: It's interesting that distinction between a manager and a coach, how different that is... Chila: Yeah, the coach is equal to us. Not above us. She asks, "What do you want for the team?" And then she does it. She d...more
...Lisa Gill: It's interesting that distinction between a manager and a coach, how different that is... Chila: Yeah, the coach is equal to us. Not above us. She asks, "What do you want for the team?" And then she does it. She doesn't say "You have to do this." She asks, "What...more

Ruth, Taryn and Philippa from Mayden, a health tech company that’s Made Without Managers

... over time. Now I spend most of my time as a Scrum Master. If you haven't come across a Scrum Master before, it's an interesting mix of facilitation, coaching both individuals and teams, and supporting the wider product team, and also wider across their company in terms of becoming more agile, and the Scrum...more
...es make use of that every year in a way that suits them, in a way that they want to access that and make the most of it. There's a good comprehensive coaching programme that people can access again, we're happy to talk in a bit more detail about that. So we do recognise that actually, sometimes you want a p...more
...onversation to say, okay, well, I'm thinking about this, or I'm having some challenges in this area. So again, people can really seek some space in a coaching environment to help them figure out how they want to grow and develop in the organisation. It's not without its challenges, there is a lot of owners...more
...when I was looking to work, what to study after school, I didn't even know that was a thing. I've loved that, and I've trained as one of our internal coaches, and working toward my accreditations and recognitions in that space, which I love, and it's just been amazing to be able to explore those opportunit...more
...ills, in those core essential skills that I need to be a great person, nevermind a great product owner, and how do I grow in those skills? Or a great coach? And how do I grow in those skills? It's kind of looking at what makes a whole person? And what are those different areas that I need to grow in and ...more
...example, often when developers join one of our teams, I'm the scrum master for a team, and that is a servant-leadership role. So I do have a place in coaching and facilitating, but I'm not in charge. I don't have authority over the team. I support and facilitate and make the space for the team. But often wh...more
...em permission, it's going to be a shock to the system, but we're here to support you on that process. And so keep the conversation going, access that coaching, your team is a great support for you, etc....more
...t most teams now have some form of retrospective or team space where that is the space to have those kinds of conversations. We have made use of team coaching. So a very similar function to the Scrum Master, but not somebody that's completely embedded in teams. And any team at any point can say, "We think w...more
... And nobody wants to say anything, or upset anybody, we're learning how to do those conversations and have that brave communication. In so many of my coaching sessions, I'll talk to somebody about coaching, and they're so worried about how that person is going to react, even if they haven't had an experienc...more
...body, we're learning how to do those conversations and have that brave communication. In so many of my coaching sessions, I'll talk to somebody about coaching, and they're so worried about how that person is going to react, even if they haven't had an experience of that person reacting negatively, and there...more
.... It's always people, it's always about people. And I guess the challenging part for me - is feeling when it's about encouraging, and empowering, and coaching and supporting with processes we already have, and the kind of structures and the boundaries that we're already working within. And when something's ...more

Jos de Blok on Buurtzorg and the virtues of humanising, not protocolising

...p learning curve at the beginning because it was really like they owned their own business and they had to do everything. And they talked about their coach also as being so important and also as you describe, this thing about being human and being yourself, that when they had tough times, that the coach ...more
... coach also as being so important and also as you describe, this thing about being human and being yourself, that when they had tough times, that the coach really cared about them and that they could really rely on each other and care about each other when one of them was struggling with burnout, you kno...more
...anisation, and they're trying to implement. So I talk to a lot of organisations in that sector who are creating autonomous teams, they're bringing in coaches to support them, but they come across challenges, like, for example, managers feeling really threatened by it and saying, "Oh, so now I'm no longer a...more
..., but they come across challenges, like, for example, managers feeling really threatened by it and saying, "Oh, so now I'm no longer a manager, I'm a coach", or, "does that mean that I'm not valued anymore? Is that because you want to pay me less?" And people at the other end of the spectrum feel sort of...more
... the way you treat your dear ones and you talk about all kinds of things in your family, also that can be helpful. Another thing is that you ask for coaching. We always have our blind spots - sometimes we don't even know. I believe I'm not easily angry. Almost never. But then people say to me: "When you're...more
... the only answer, I think it's different things for different people), but I see that there's a value in helping people to see because a lot of it is coaching; helping people to see, like the feedback that you got about sometimes when you become a bit silent, I wonder this or that or so that you can get hel...more
...e things, tough conversations or vulnerable conversations, things that you don't normally do in a safe space where you can get feedback and input and coaching and support. I do find that that's really valuable for people, especially in organisations, maybe slightly different to Buurtzorg where there's lots ...more
... of managers and I think in an organisation where there's very competent nurses, they're really kind of driving most of the organisation supported by coaches in a support services team and so on, it's perhaps less needed because they know what they're doing and you just need to get out of the way and suppo...more

Jorge Silva on horizontal structures and participatory culture at 10Pines

...ties. I remember that in 10Pines, it's also possible for people - in addition to their day job, their normal role - that people can also choose to be coaches and coach other colleagues. How does that work? Jorge Silva: Well, since we are like plants because of pines - everyone is a pine - we have a gardene...more
...mber that in 10Pines, it's also possible for people - in addition to their day job, their normal role - that people can also choose to be coaches and coach other colleagues. How does that work? Jorge Silva: Well, since we are like plants because of pines - everyone is a pine - we have a gardener. We call...more
...: Well, since we are like plants because of pines - everyone is a pine - we have a gardener. We call it the gardener. And it's a person who is like a coach, a person that helps you to get feedback from your teammates. Who helps you to see your future and how to evolve in the company, and help you in term...more
...mpany, and help you in terms of how to see the culture and how to understand the culture. What can you do or what you should do. It's like a personal coach. And as soon as you get into the company, you choose your gardener and it's going to help you in different aspects of the company. It's... a really ...more
...f you think you're ready, you have to propose it - and that's it. So important to be a gardener in this respect because it's like, it's your personal coach that is helping you. And this is a really big challenge for everyone, because everyone potentially can be a gardener. And it's a challenge for us to ...more

Aaron Dignan on being complexity conscious and people positive

...think, with focusing just on the individual - both in scale and in nature. So, the the challenge of course, is that, you know, it's very difficult to coach 300,000 people. So, that's quite an ambitious undertaking to say that you're going to actively intervene and change the mindsets of 300,000 people on...more
...going to actually change your mindset - we're going to change the way you think and what you value and how you show up. And obviously, you know, good coaches don't do that - they participate in a dance. But like everything in the world of consulting and change and advice, things get weaponized. And so, yo...more
...ked about earlier is part of this. So yeah, if I want you to be a more inclusive leader, I could talk your ear off about it. And we could do a lot of coaching or even therapy, and we could get really deep, I could do unconscious bias training and all this. Or I could design meeting structures and hiring str...more
...ot as a framework to constrain everybody, but more to just say, here's someone that you could go to on design, here's someone that you could go to on coaching, here's someone that you could reach out to because they have this practice and they have mastery in that space. And so it creates leaderships, rathe...more

Michael Y. Lee on lessons from researching self-managing organisations

...nt self-managing professionals together so that their work can work together nicely as a whole. And then the last, I think, metaphor is that of 'the Coach'. So the leader in self-managing organisations, it's very much about creating a learning environment where people feel safe to experiment, make mista...more
...not looking the other way, when mistakes are made, it is also about ensuring that there is accountability. And so in many ways, I think that's what a coach does, right? They create an environment where there is learning, and where there is accountability, but it's very much different from a boss. So I t...more
...o I think that those three metaphors are the way I think we think, and I think about leadership in a self-managing structure: Architect, Conductor or Coach, and in many ways, I think, going back to my response to the earlier question, these are, I think, good templates and metaphors for effective managem...more

Anna Elgh on self-managing teams and shifting conflicts at Svenska Retursystem

... increase the cooperation in the company: to create the climate and an environment that supported cooperation instead of conflict and also to get the coaching and help from Tuff to work with the conflicts that we had at that time. So that was really the aim: shifting the climate - that was what we actually ...more
...hey didn't want to recreate a new CIO and manager, but when Tuff came along, we felt that they could really support this team and give them some good coaching. So that's why we chose to start with with the IT team. And on the other hand, working with the management team was much tougher and it was a much m...more

Bernadette Wesley on bridging inner and outer transformation

...n be embedded into an organisation. And that it's not separated from the business. It used to be that you would go to offsite retreats, you would do coaching outside of the organisation. And it always felt like it was done in the shadows. 'When we're out of the office we'll do those things, but don't bring...more

Lisa Gill and Mark Eddleston celebrate 50 episodes of Leadermorphosis

...f a gateway. And through that I met lots of peers that were interested in that and getting excited about reinventing work, and then my consulting and coaching work started to move in that direction more specifically. And then I met Karin Tenelius the co-founder of 'Tuff Leadership Training' in January 2016...more

Gary Hamel on busting bureaucracy for good
...s as a new way of doing performance reviews - let's put it all on our mobile devices. And let's just ask people simple little questions that create a coaching opportunity between colleagues or colleagues and boss, and let's just try that. I think most people who work in organisations - they think about th...more