STAGE 1 FORGING THE RELATIONSHIP WITH THE PRIMARY CONTACT AND ESTABLISHING COMMITMENT
Normally, an existing client recommends a coach to a company owner, team leader or senior employee.
These two people meet to:
• Explore the nature of the team and its members
• Explore why there is a need for intervention.
• Agree on what kind of intervention is necessary
• Decide on a strategy of change
• Design the alliance between coach and primary contact (define the nature of the relationship and state clearly the parameters within which both parties can be successful)
• Negotiate a realistic timeline
• Provide costing as far as is possible
The point to remember at this stage of the process is that once the intervention strategy has begun things can get worse before they get better and it is imperative that trust and commitment to the process of change has been firmly established.
The successful completion of any intervention strategy cannot be guaranteed without the total support and commitment of the primary contact(s)
STAGE 2 IDENTIFYING TEAM VALUES AND COMPANY VISION
The key players of any company or team have often been driven by a set of values that have been unconsciously influencing decisions, goals and behaviours.
Whether things are going well or not it is crucial to identify these values and agree on which are essential for the company’s success.
The company vision is a picture of what the company is becoming beyond the day-to-day work. Often this is not clear and time needs to be spent to make it clear.
From a practical standpoint these stages of the process are normally carried out away from the workplace in a conference/residential setting, as they require long periods of focused thinking and reflection.
STAGE 3 ENROLING MIDDLE MANAGEMENT IN THE PROCESS OF CHANGE
At some point all members of the team or company will need to be made aware of what is going on and the skilfulness in which this is done is paramount.
People are fearful of change and the key bridge between the workforce and the leadership is the middle management.
When the time is right it is important to involve the ‘middle management’ so that they can manage the expectations of the people they are managing and avoid unnecessary anxiety and stress
STAGE 4 MEETING THE TEAM
At this stage a full day event to demarcate the beginning of the ‘new dawn’ is a skilful method of embracing the team as a whole in the idea of a change.
This can be done in a playful way by focusing on the achievements of the team thus far and celebrating this success followed by an explanation of the need to develop going forward and the requirements necessary to do this.
Again, how this day is managed is crucial to the successful unfolding of the process
STAGE 5 CHECKING IN WITH EACH TEAM MEMBER TO EVALUATE IMPACT OF FULL DAY AND MANAGE ANY ANXIETIES AND MISCONCEPTIONS
This is the point at which the agenda of change is overtly discussed with individual members.
Here we come to discover who is on board and who is resistant to the change and what can be done about it
STAGE 6 ASSESS DEVELOPMENT NEEDS TO COMPLETE UPGRADE
STAGE 7 PROVIDE ONGOING SUPPORT TO SUSTAIN FORWARD MOMENTUM