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Team Coaching

Remote Employees Are Falling Behind. Here’s How to Help Them.

One of the biggest challenges right now facing remote work is remote employees feeling isolated and disconnected from other human beings, outside of those they live with. When a feeling of ‘being on my own’ sets in it can manifest in lots of ways. 

Interpersonal work relationships become more stressed, it becomes harder to give people feedback and harder for someone to receive feedback. Small points of disagreement that might normally be handled with ease become bigger and derailing for a team. The language people use can shift from ‘we’ to ‘us versus them’, making conversation more divisive. 

How Can We Help Remote Employees Feel Like They Are Part of the Team

One of the best ways around this is to create more space for connection and relationship building. Relationships are the lifeline to fostering trust and psychological safety and when those qualities are strong the less disconnected we will feel and the easier it will be to navigate differing points of view and conflict. 

Schedule One-On-Ones With Your Remote Employees  

Schedule individual time with people on your team and go beyond the surface level conversation of ‘How are you?’ Ask questions with genuine curiosity and be ready to just listen, without the need to solve or fix anything and be real and vulnerable yourself. 

  • What’s difficult right now? 
  • What do you miss most? 
  • What’s one thing that would make it better? 

Normalize the New Normal

Working remotely can be very productive, many people have done it for years but what’s different is that this is a pandemic and for those with kids or multi-generational households there are lots more people in their work space each day who also need their attention. Make it okay that other people might walk through your video during a meeting or that more frequent breaks might be needed during the day to check on others. 

Help Your Remote Employees Set Boundaries 

The line of work and home does not exist anymore, it all blurs into one. Failure to define and agree on boundaries can leave people feeling frustrated and worn down. Help your team members define boundaries for themselves and then communicate those with other team members. Questions to consider:

  • What are my working hours? 
  • What are my non-working hours? 
  • How often will I take breaks? How can I schedule those into my calendar? 
  • How do I want to handle emails that come in after working hours?
  • How can I close out my work space at the end of the day? (i.e. put the computer in the closet, change where I sit, etc.)

How To Create More Connection in a Team Setting

When getting together as a team, even remotely, use these following tips to create connection/

Make it a Ground Rule for Team Meetings to Have Video On 

People may push back on this. Make space to hear their objections and concerns and ask if they would be willing to give it a try for a small period of time. Most people find it so very helpful for everyone to be on video that they wonder why they didn’t try it earlier. 

Create Space for Connection

At the beginning of each meeting have a check-in question and ask everyone to respond. It can be about the meeting topic or something more personal. This warms people up to the meeting, gets everyone’s voice in the conversation and gives the team an opportunity to learn something about each other. 

Example questions include: 

  • My state of mind as I come to our call today is… 
  • One thing I want to celebrate is…
  • What’s one question you have about our topic today?

Your Turn

How have you been able to help remote employees feel like they are (still) part of the team? We’d love to hear your thoughts! 

How Leadership Mastery Follows Consistency and Confidence

It seems so simple. 

To become a “master” leader you need to work on both consistency and confidence skills. Right? 

But what happens if you are stuck on either the consistency part or the confidence part? How do you move forward to gain a level of masterful leadership? How can you have a transformative, empowered leadership experience?

It’s about the people you are surrounded by! Therefore, choose wisely. 

Mastery is gained when you take the time to learn from and interact with leaders, when you practice your skills over and over with peers, when you listen to mentors, when you put into action new ideas and concepts.

Here are five (groups of) people in your life who can help you achieve mastery in leadership. 

1 Peers

Those who are in the trenches with you have lots to offer. Together, you can collaborate on methods and put into practice what you learn. 

Other ways to learn from peers include:

  • Bounce ideas off of each other
  • Collaborate on projects 
  • Ask for peer advice (What would you do…)
  • Mastermind meetings

2 Team

Whether you are leading a team, part of an executive team, or both, don’t think for a minute you aren’t learning anything! Being part of a team allows you to practice leadership skills such as conflict resolution, coaching and yes, how to effectively lead meetings.

Being an active participant in a team, or leading a team is one of the best ways to gain mastery in leadership.

3 Group

Group activities, and online communities with peers, are great ways to gain mastery in leadership. Starting conversations, leading discussions, resolving conflict and practicing the art of listening are all ways to gain mastery in leadership. 

Group activities can be centered around a specific industry, learning unit, career move, competency, leadership skill or even a favorite podcast! 

Being part of a group of like-minded leaders will assist you in becoming a better leader.

4 Mentor

Where would you be without a mentor?

If you think back about how you got started in your industry, who encouraged you? Who challenged you? Who supported you… that’s your mentor. 

What would you do without a mentor? 

When you think ahead of where you want to go, who is already there in that space and who is willing to talk to you about career moves, your next challenge and encourage you to forge ahead… that’s your mentor. 

Finding and working with a mentor is rewarding and can be life changing. 

5 Coach

While a mentor takes you under their wing and doles out advice when it’s needed, a coach gives you a plan to work, a plan to implement on a consistent basis. 

Without a coach, getting to the next level of leadership and mastering the most difficult of situations can feel…an impossible level to attain. 

Partnering with the right coach as you develop leadership skills will save you time and effort, and potentially give you a more direct path to mastery. 

Mastery in Leadership Comes from Working with a Variety of People 

In order to lead people, you need to interact with your teams, and when leading people, you need to learn from peers, mentors and coaches.

In short, to lead people you need to listen to people!

How can you gain mastery of agile team coaching in the shortest amount of time? 

You can gain leadership mastery by doing the work, of course. 

TeamCatapult has developed a journey to masterful coaching for leaders just like you.

A Cohort Journey to Masterful Agile Team Coaching

The Coaching Agility From Within Cohort, our in-depth, 9-month program emphasizes rigorous practice and rich feedback opportunities including skill drills, peer coaching, team coaching, ongoing group work, professional one-on-one coaching, and one-on-one supervision of actual Agile coaching sessions in your own work environment. 

You’ll touch on all aspects of coaching, including 

  • skill drills
  • peer coaching
  • team coaching
  • ongoing group work
  • professional one-on-one coaching
  • one-on-one supervision of actual Agile coaching sessions in your own work environment

Our cohort program has two starting dates each calendar year; one in the Spring, one in the Fall. 

We understand the commitment it requires to be dedicated to a 9-month leadership cohort. Questions may bubble up like, “Is this right for me. Is this the right time?” Therefore we invite you to a conversation about our cohort, whether you are ready to join now, this Fall, or in the next year or two!

How to Lead Engaging and Productive Meetings (Part 2)

..with purpose, clarity and confidence so that Agile will work for you and your team. 

In part 1 of this series, I gave you scenarios on what successful facilitation looks like, and what common mistakes people make when first facilitating. 

Agile ceremonies seem simple enough, but leading them w/o any training in facilitation can get you into deep water with a team. 

The team will start to distrust you or more likely, the agile processes. Which ultimately leads to resistance of ‘agile’. 

Therefore, I’d like to take you through a 3 step process to lead engaging and productive meetings.

How to Lead with Purpose, Clarity and Confidence

1 The Mindset and Practice of Being Neutral

Maintaining neutrality is 1 of 5 cornerstones of our agile facilitation stance that we cover in our programs. 

2. The Key Steps of Planning and Designing

Collaborative meetings start before you ever get in the room – in person or remote! Learn the invaluable first two steps of our five step Facilitation process, so you can be more intentional and deliberate about your meeting design.

3. Decide How to Decide

It’s just what it sounds like. In the room, be transparent about the decision process.  

Don’t Participate, Facilitate!

Let’s start with one of the most common mistakes I see facilitators make. Participating rather than facilitating! 

Facilitation is both an art and a science. Yes, you need a process to help guide you in planning and design. And tools in your back pocket to help you navigate different stages of collaboration.

But most importantly you need first to work on your own mindset and beliefs about leadership and leading others. 

In our complete Facilitation course, we start with the mindset and beliefs about leading and facilitating, because if you can identify where your mindset might be getting in your way of your work with groups, then that’s the first thing to work on. 

We call this the Facilitation Stance – the mindset and beliefs of agile team facilitators. 

Interested in Reading and Learning More About Facilitation? 

In “The Art & Science of Facilitation”, I dive deep into all 5 cornerstones of facilitation. 

The cornerstones of the Agile Team Facilitation Stance include:

  • Honoring the wisdom of the group
  • Maintaining Neutrality
  • Upholding the Agile Mindset and Practices
  • Standing in the Storm
  • Holding the Group’s Agenda

Click the links of each cornerstone to learn more and visit the book’s website!

1 The Cornerstone of Maintain Neutrality 

The most common mistake I see is that people read these cornerstones and intellectually think – “I get this”! The challenge is that the nuances of implementing this are much more difficult. Some of these cornerstones are so nuanced in the moment, that they don’t feel like that big of a deal, when in reality these small choices you are making in the moment can be derailing your whole collaboration experience. 

How To Practice Neutrality

  • Focus on the process not the content
    • Facilitate don’t Participate! 

As the facilitator you own the process – the agenda, the room setup or virtual space configuration, how you’re going to get the group from point A to point B. That’s plenty to be focused on! Stay out of the content. Let the team own the work and what’s getting generated. No one wants to be invited to a meeting and asked for their opinion only to be told they got it all wrong or it’s not what you wanted. 

  • Define the role of facilitation up front with the team. 

Not everyone knows what it means to facilitate. AND how the job of the facilitator is to help the group achieve the desired outcomes. Not contribute to creating the outcomes. 

  • Explain the value of being neutral and holding process authority while the team will hold content authority
  • Ask permission from the team to facilitate – I’m going to try something different today. As long as we reach our desired outcome, are you willing to try this? By asking for permission, the power of facilitation is granted to you from the team. 

Facilitators Need To Stay Out of Content

As a general guideline you need to stay out of content! I always say, if this is something that you know about and you believe you have a perspective that might help the group right now, and continuing to remain silent feels inauthentic, then you may step aside from your facilitation role for a moment and contribute content or offer your perspective. 

Find a way to do so that is clear to both you and your team. You might say “I’m going to step out of facilitation for a minute” say what you need to say, then get back into the role. Do not ‘hang out there’ for the rest of the meeting. 

Here’s why clarity on the role is so important. Trust is needed within the team and between the facilitator and the team. They need to trust that when you say you’re going to help THEM get those objectives accomplished that you mean it. Not that you’ll help them until you believe you have a better way at which point you will shut them down, offer your own opinion, and then ask them if they agree with you. 

2 Get Input During Planning

Your stance is one component of skillful facilitation. But what do you do when you find yourself facing resistance to even coming to a meeting or participating? 

There can be lots of reasons why people resist  meetings, but here is one of the first places I look when people tell me that they are getting resistance to attending an agile meeting – Stand-up, Retrospective or any of the planning meetings. 

Don’t make These Mistakes During Planning

  • Not having a clearly designed purpose and agenda before the meeting starts.
  • Cutting short the planning and design phase or not planning at all before the meeting.

These mistakes result in meetings that people don’t know why they are there, or how they are supposed to contribute. The conversation goes in circles, one or two people dominate the conversation. The meeting ends without a clear decision or action item and overall participants feel like it was a waste of time. 

We are all stingy with our time. Many of us spend more than half our time in meetings each week. 

Look at this data:

We surveyed 182 senior managers in a range of industries: 

  • 65% said meetings keep them from completing their own work. 
  • 71% said meetings are unproductive and inefficient.
  •  64% said meetings come at the expense of deep thinking. 
  • 62%said meetings miss opportunities to bring the team closer together.
     

~ HBR August 2017 ‘Stop the Meeting Madness’

That’s incredible! Meetings are expensive and worth it – if done well. But look at the impact if they are not done well. 

What Participants Want From Meetings

They want meetings to be…

  • Relevant
  • Valuable
  • Purpose driven
  • Outcome oriented
  • Timeboxed
  • Clear on roles
  • Engaging
  • Collaborative

How do you solve this problem then? You start working on all those characteristics before you get in the room.

If you wait until you’re in the room to start, you’re too late! 

If your team finds Retrospectives a waste of time and does not want to participate, then find out why. There is likely a really good reason. Engage them in the planning and design for the meeting and Listen to what they have to say. 

At TeamCatapult, we use a five phase model for Facilitation called The Facilitation Process. 

Two of the most important, yet often skipped or minimized steps in this process is Planning and Design. Planning and Designing happen before the meeting starts, Conduct is what happens in the room. Then Document and Evaluate and Adapt take place after the meeting. 

Within Planning there are several very important scope and boundary activities going on but the one I want to highlight today is Identify the Participants and Involve the Participants! 

Just like you would not build a custom home for someone without talking to them first. Don’t design a custom meeting without knowing first what people hope to get out of the meeting. 

3 Deciding How To Decide

Do you remember the movie with Bill Murray called Ground Hog Day, where he kept waking up each day and having the same day all over again? 

If you make decisions in your meetings only to revisit them the next you get together, that’s a clear sign that your decision making process is missing it’s “stickiness” and your decisions are not durable, meaning they don’t last much beyond the meeting

Another sign is lack of energy or follow-through on implementing the decision. 

This will be that action item or decision that was made and somehow the progress on it just drags out and you might be perplexed about why it’s taking so long. 

A third sign of lack of durability is watching how engaged or not participants are in the decision making process itself. When people use language like ‘It’s fine’ or “yes, let’s just move on’ or ‘just tell me what you want me to do’. These are signs that something might be missing. 

Decide BEFORE the Meeting!

Meeting with your meeting sponsor during planning and talk with this person about these three questions:

  1. What is in the team’s scope of authority?
  2. How complex is this decision? 
  3. What are you seeking?  Consensu, Agreement or Majority Rules? 

The greater the complexity the greater the need for consensus. In the room with the team – be transparent about the decision process.  

How Will You Grow Your Facilitation and Team Coaching Skills?

Will you keep ‘winging it’ or make a deeper commitment to yourself? What do you want to be known for? How will you make a lasting difference in your team? One that outlasts your time with them? One that lives on with them regardless if you are there or not? Which way will you choose? 

You can spend a bunch of time attending free meetups, webinars and watching others as part of self -study. You might find a mentor who can give you some feedback. 

All of which can be  good strategies. But done alone don’t always provide you the solid foundation for really mastering the craft of facilitation.

Join us for a workshop or our 9 month cohort program. 

We need leaders, scrum masters, agile coaches who know how to skillfully connect others and lead collaboration!

If you’re charged with leading change in your organization – at any level – I want to leave you with this thought. Patrick Lencioni, in his book The Advantage said “There is no greater way to have a fundamental impact on an organization than by changing the way it does meetings.” 

I believe that we can change cultures by starting to change the way people meet. You don’t have to change your team, or your boss, or your HR department. You just need to shift your mindset and change the way you lead your meetings. 

Be the one who leads meetings that people will cancel other meetings in order to attend yours.

That’s how we start to change cultures. 

How To Take Your Agile Team Coaching Skills To The Next Level

If you are a team facilitator, and you are looking to grow your leadership skills, this is the place to be! In “7 Tips To Improve Your Team facilitation Skills” we learn that team facilitation starts with developing the right mindset and meeting preparation process. 

It’s informed by the things you believe as a facilitator, such as believing the group has the collective wisdom to solve the challenge at hand. Being aware of your bias means understanding how you can intentionally or unintentionally influence the group process.  

No matter the kind of meeting you walk into, your job is to help the group get over the hurdles of face-to-face communication. We’ve put together a checklist of what ‘Basic Agile Facilitation’ feels and looks like. 

Step 1: Basic Agile Facilitation

Purpose: Lead the process of a meeting

Personal: 

  • Process for tasks and outcomes 
  • Focus is on making meeting run better and more collaboratively

Symptoms: Team needs help with meetings

Sounds like: “Help us get better at running our release planning meetings”

Leadership: Active leadership from the facilitator who takes the process lead and designs a process to help the group achieve their desired outcomes.
Outcomes: Achievement of a specific goal or deliverable (i.i team charter, decision on work priorities, release plan etc.)

As well as:

What are you doing? 

  • Creating a clear meeting purpose, agenda, working agreement and a process that engages the whole group. 
  • Helping the team learn the agile practices – stand-up, team chartering, iteration planning, release planning, retrospective. 

How might you be using Structural Dynamics with the team? 

  • Notice the four action stances and how to bring or call for another action in the moment.

How are difficult problems handled? 

  • Mostly off-line or 1:1 with feedback about impact. 

What level of self-mastery might be needed here? 

  • Awareness of your own behavioral profile and how it might impact how you work teams.

Leveling Up Your Facilitation Skills

Once you have these skills and understand this framework, you will be able to move on to Advanced Team Facilitation. 

The five cornerstones of the Agile Team Facilitation Stance include:

  • Honoring the wisdom of the group
  • Maintaining Neutrality
  • Upholding the Agile Mindset and Practices
  • Standing in the Storm
  • Holding the Group’s Agenda

Read the following checklist about what Advanced Team Facilitation feels and looks like. 

Step 2: Advanced Team Facilitation

Purpose: Empower the team to facilitate themselves

Personal: 

  • How the group is working. 
  • Focus is on improving interactions, communications and decision-making skills of the team.

Symptoms: Challenges with behavior or interpersonal relationships

Sounds like: ”Help us improve how we work so we can facilitate our own work.”

Leadership: 

  • Active leadership from the facilitator that happens more from the back than the front. 
  • The emphasis is on the team’s capability to be more self-facilitating and self-organizing. 

Outcomes: Improvement in awareness, skills and effectiveness as a team.

As well as: 

What are you doing? 

  • Naming structural patterns so the group can become more aware of their helpful vs unhelpful patterns. 
  • Designing group processes to help change the patterns you see in the team. 

How might you be using Structural Dynamics with the team? 

  • Diagnose a stuck pattern in a team.

How are difficult problems handled? 

  • Name challenging patterns in the group, help them navigate the challenges or develop working agreements to prevent them.

What level of self-mastery might be needed here? 

  • Increasing awareness and able to see patterns in the moment – yours and others.
  • Expanding your tolerance for difference. 
  • Becoming “multi-lingual” and able to change your vocal range when needed. 

Check out this Facilitation Toolkit!

Leadership Journey to Agile Team Coach

Growing leadership competency is a cornerstone of creating organizational change

Increased performance outcomes are the direct result of the fact that the competencies of individual coaching, team coaching, mentoring, training, and facilitation help leaders build their range of leadership. 

At TeamCatapult, we call this “leadership range.” It refers to the ability of individuals to lead from the front and set a clear direction. It also refers to their ability to lead from behind, empowering others to make the move and understanding how to support ideas and create space for all voices to be heard.

Look at the following checklist to see if you are already at the next step!

Step 3: Agile Team Coaching

Purpose: Empower the team to lead and tackle more systemic challenges.

Personal: 

  • How the system is working. 
  • Focus is on the system as a whole and how it’s working or not working.

Symptoms: Systemic challenges and stuck patterns that are keeping the team from their full potential.

Sounds like: “Help us develop as a team so that we reach high performance.”

Leadership: 

  • Active leadership is happening within the team. 
  • The team is doing their real work either in a meeting, work session or at their desks. 
  • The coach is observing and intervening when appropriate or needed. 

Outcomes: 

  • Positive changes in individual and team performance. 
  • Individual and groups shift in mindset, deepended awareness and intentionality about working together effectively. 

As well as:

What are you doing? Live and “in the moment” coaching opportunities within the team to neutrally name what is happening so the team can see it and take their own actions. 

How might you be using Structural Dynamics with the team? 

  • Diagnosing a stuck patterns in a team and revealing it to the team so they can see it, too. 
  • Changing theme “in the moment” so that they are able to change the nature of their conversation for more productive outcomes. 

How are difficult problems handled?

  •  Problems are seen as systemic issues rather than 1:1 conversations and are with the system in the room. 
  • “Bring the conversation in the room” becomes a guiding principle.

What level of self-mastery might be needed here? 

  • Changing your behavior in order to help the team change their pattern and get different results. 

Next Step: Coaching Agility From Within Cohort!

Where in this journey to masterful agile team coaching are you?

Once you’ve mastered basic agile facilitation, advanced team facilitation and you’ve become an agile team coach, what’s next is an exciting journey! We invite you to learn more about “A Cohort Journey to Masterful Agile Team Coaching”

This 9-month TeamCatapult cohort starts on 10/25/21. We are accepting applications now. Click here to apply. We also invite you to learn more about this program by reading what those who’ve completed the program are saying.

Leadership is a Conversation: The Importance of Creating Space for Dialogue

—————-

On May 20, 2021 I was a guest speaker at the Business Agility Meetup – Twin Cities edition. 

This BAM presentation is part of a series of interviews and conversations I am having about facilitation with the agile community and people in leadership. As the author of ‘The Art & Science of Facilitation’, I am essentially on my second Book Tour! 

Join me as I revisit this conversation about dialogue. Make sure to read to the end and watch the full video! 

Conversations are Elusive

Effective conversations are elusive. We think we are communicating effectively only to find out that we didn’t. 

Instead, we end up in the same conversation over and over again aka a groundhog conversation. People nod politely as if in agreement and then go tell their colleague what they really think after the meeting. Or, there are so many ideas on the table that we lose focus and none of them get adequately completed. 

No individual, group or organization is immune to these patterns in conversation.

Conversations: Effectiveness and Breakdowns

It’s not if conversations will become ineffective or lead to breakdowns, it’s when, how often and how leaders are able to respond in the moment when it happens that makes the difference. 

Leaders Hold the Key to… More Agility

Leadership is a conversation. And leaders who can create the conditions – facilitate – effective conversations will hold the key to higher performance, greater alignment, and more agility. 

In their Harvard Business Review article, ‘Embracing Agile’, authors Rigby, Sutherland and Takeuchi wrote 

“Agile has revolutionized the software industry…Now it is poised to transform nearly every other function in the industry. At this point, the greatest impediment is not the need for better methodologies, empirical evidence or significant benefits, or proof that agile can work outside IT. It is the behavior of executives.”

Leading Through Conversation

In the video below, I explored with the attendees of Business Agility Meetup what it means to lead through conversation. We discussed the following:

  • Understanding the importance of reading the room and why it’s everyone’s job
  •   Learning a language for reading the room and how to model it for others
  •   Gaining strategies for how to start facilitating conversations more effectively today

I don’t want to give it all away right here – head on over to the YouTube video to listen to this invigorating conversation! 

Watch the Full Video: Leadership is a Conversation

Ready To Learn More About (Virtual) Facilitation

We thought you might be!

This summer, get more knowledge about facilitation by participating in the next Virtual Facilitation Masterclass: “Leading Engaging and Productive Virtual Collaboration”

We’ll show you the common mistakes that keep remote teams from realizing true agility.

Then, you’ll learn practical solutions to plan and design virtual meetings so you can:

  • Facilitate genuine connection and trust among remote team members
  • Turn virtual meetings into effective, efficient decision-making tools 
  • Engage your team’s creative power regardless of zip code
  • Motivate your remote team members to perform to their capabilities with ease 
  • Build a truly collaborative team that gets results

Explore this workshop now!

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