14 - Developing behavioural agility

Question 1

Burke et al (2006) impact of team leadership on performance

Answer 1

31% predictive of performance outcomes. “Empowerment” accouted for 22%

Question 2

Lorinkova et al (2012)

Answer 2

In early stages of development, directive wins, setting off blocks at a faster pace. Overtime, empowering approach picks up and outperforms

Question 3

Google Project Oxygen (2009)

Answer 3

The most predictive indicator of a high performing team is a good coach

Question 4

Whitmore on coaching

Answer 4

“Unlocking a person’s potential to maximise their own performance. It is helping them to learn rather than teaching them.”

Question 5

core stkills of an effective coach

Answer 5

• building a trusting coaching relationship
• asking effective questions and listening to/noticing responses
• supporting effective goal setting
• providing effective feedback

Question 6

Timpson Test

Answer 6

“if you treat people well, it is blindingly obvious that they will do a good job”. Every time it has entered - in top 10 Sunday Times Top 100 Best Companies to work for.

Test requires a manager to know a range of personal details about every member of their team - age, partner’s name, kids’ names/ages/schools, their last and next holidays, main hobbies, career history, health record.

Trusting conversations and empathise with staff.

Question 7

Coaching questions tips

Answer 7

• Open - default
• Closed - useful at certain points to check
• Why - opening up
• What - explore currently reality
• How - move towards where wewant to go

Question 8

Coaching - what?

Answer 8

Conversation with a purpose

Goal
Reality
Options
Will

Question 9

Coaching Habit 7 Questions (bungay)

Answer 9

1. what’s on your mind?
2. and what else?
3. what’s the real challenge here for you?
4. what do you want?
5. How can I help?
6. if you are saying yes to this, what are you saying no to?
7. what was most useful for you?

Question 10

How much coaching do successful organisationas provide to employees?

Answer 10

20% more coaching than companies that perform less well

Question 11

What is mentoring?

Answer 11

Offline help by one person to another in making significant transitions in knowledge, work or thinking… A mentor is a more experienced individual willing to share knowledge with someone less experienced in a relationship of mutual trust.

Question 12

Deloitte (2012) on mentoring

Answer 12

Retention is 25% higher in comapnies that engage in mentoring

Question 13

Michael Heath (2012) types of mentors that a gov prof may find themselves enatcting to uspport board memebrs

Answer 13

1. buddy mentor
2. expert mentor
3. attached mentor “knowledgeable friend”
4. detatched mentor (classic coach)

Question 14

Gendered fact about mentorship

Answer 14

Men’s mentors were more senior and there was more correlation between getting promoted if one had a mentor in the two years previously for men, but no correlation for women.

Women - “over mentored but under sponsored”

Question 15

Reverse mentoring

Answer 15

Younger/less senior employees mentor older and more senior in a particular compettency they have e.g. tech

Question 16

Sytemic team coaching

Answer 16

Hawkins (2016) - process of coaching the whole team both together and aapart over a designated period of time to align common purpose, collaborate and learn across diversity, develop collective leadership, achieve performance outcomes, engage effectively with their key stakeholders, jointly transform the wider business

Question 17

Hawkins five C disciplines for team coaching

Answer 17

1. commissioning task
2. clarifying
3. co-creating
4. connecting
5. core learning

Question 18

Schqarz on the role of a facilitator when working with a group

Answer 18

“process in whcih a person who is acceptable to all members of a group, substantively netural, and has no decision-making authority, intervenes to help a group improve the way it identifies and solves problems and makes decisions in order to increase the group’s effectiveness”

Question 19

Heron intervention techniques

Answer 19

1. prescribing
2. informing
3. confrtoning
4. cathartic
5. catalytic
6. supporting

Question 20

Schqarz ground rules for setting meeting culture

Answer 20

1. state views and ask genuine questions
2. share all relevant info
3. use specific examples and agree on what important words mean
4. explain reasoning and intent
5. test assumptions and inferences
6. jointly design next steps
7. focus on interests, not positions
8. discuss undiscussable items
9. use decision-making rule that generates the level of commitment needed

Question 21

Surgeon Gawande

Answer 21

In operating room, allowing everyone to introduce themselves by name before surgery, average number of complications and deaths dropped by 35%

Significant resistence from 20% of doctors

After questinoing preference - compliance rates jumped o 94%

Question 22

CIPD on conflict at work

Answer 22

Annual cost of conflict at work in UK alone in 2012 was estimated at £24 billion - 25% of LMs time was absorbed simply managing conflict within their role