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Module #3
Dates: November 8-9, 2012
Coaching Senior Teams to Improve Effectiveness
We usually think of executive coaching as a one-on-one activity. However, a
majority of executives do most of their work on or through teams and work is
becoming more and more reliant on the accomplishment of teams. Understanding how
to effectively coach teams is an increasingly important skillset of an
experienced executive coach. On the first day, we will begin with identifying
the different ways in which executive coaches are often presented with team
coaching situations and the types of team coaching challenges most frequently
encountered. This will involve a set of interactive exercises and activities
drawing on participants’ coaching experiences. We will then shift to introducing
models and frameworks of team effectiveness that are selected because of their
applicability for identifying coaching leverage points to build teamwork
capabilities. We will review assessment and feedback tools for coaching teams,
including team effectiveness assessments and peer reviews and how they can be
used as part of a comprehensive coaching intervention as demonstrated through
case study illustrations. We will then cover differences in coaching intact
teams, individual team members, and team leaders using a series of short
vignettes and case studies.
The second day will focus on application, skill development and fine-tuning
the approaches learned during Day 1 of this module. The first part of the
session will involve a highly interactive role-play case – the Unmovable Team –
where participants will serve in the role of coaches for a dysfunctional team
and its leader with the intention of applying the concepts and tools covered in
Day 1. The role-play portion of the case will be debriefed so that participants
will get instructor and peer feedback on their team coaching approach and
performance. The latter half of the session will address unique challenges
associated with team coaching such as coaching virtual teams, coaching diverse
(functionally, culturally, demographically) teams, and using technology to coach
teams.
Faculty
Dr. Paul E. Tesluk
Donald S. Carmichael Professor of Organizational Behavior
Department of Organization and Human Resources
University of Buffalo
Dr. Paul Tesluk is currently the Donald S. Carmichael Professor of
Organizational Behavior in the School of Management at the University at
Buffalo. Previously, he was the Ralph J. Tyser Professor of Organizational
Behavior and Human Resource Management in the Department of Management and
Organization at the Robert H. Smith School of Business at the University of
Maryland, where he recently served as Chair of the Department of Management and
Organization and helped start the school’s Center for Leadership, Innovation,
and Change (CLIC).
Dr. Tesluk regularly teaches in several corporate development programs on
topics involving virtual teams, leadership development, organizational change
and innovation. He also is an experienced executive and leadership development
coach and has served in this role in several leadership and executive programs.
Dr. Tesluk has lead several teams on projects involving long-term collaborations
with organizations in designing and implementing comprehensive programs and
tools to improve organizational effectiveness and innovation. Having been
trained in the scientist-practitioner model as a consultant and research
associate at applied research centers, Dr. Tesluk has continued this approach by
serving in a consulting capacity to a number of organizations through
collaborations with organizational stakeholders in designing practices, systems,
and structures that are based on sound research.
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