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The Game of Teams

The Game of Teams

By: Tara Nolan
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 Teams are the new unit of currency in business. Harnessing the wisdom and brilliance of teams is not easy. It can be messy, confusing, non linear and complicated. Learn from your peers and thought leaders about what it takes. Listen to their stories, pains, and pride when it works. This show is about the magic of mining work and relations for high performance, satisfaction and fulfilment on teamsTara Nolan 2019 Economics Management Management & Leadership
Episodes
  • How To Build Winning Teams - A Trilogy With James Scouller

    How To Build Winning Teams - A Trilogy With James Scouller
    Sep 1 2024
    Introduction: James Scouller spent 15 years researching and writing his trilogy of books, how to build winning teams again and again… He led three international Companies as CEO for eleven years before he founded his executive coaching practice, The Scouller Partnership in 2004. Today he coaches Leaders and their teams. James is the author of the bestselling book, The Three levels of Leadership: how to develop your leadership presence, knowhow and skill. He is the holder of two postgraduate coaching qualifications, and he has trained in applied psychology at the UK Institute of Psychosynthesis. In addition, James holds a 4th Dan Black belt in Aikido. He lives in London with his wife Tricia. Podcast episode Summary: This episode explores what you need to know, what you need to do and how you do it to become a winning team. James shares his passion for teams and his quest to reveal what it takes to build real teams. It takes effort. Questions asked & points made throughout the Episode: o How would you like to fill in the gaps, in terms of my introduction? James is an ex-CEO and that is an important part of his identity. James firmly believes that if individuals and team want to grow they need to address their unnoticed psychological obstacles. Peoples biggest obstacles are not to do with technical stuff, but it is more to do with psychological blocks. James believes that most people, if they can recognise these psychological blocks and work on them they can not only see greater improvement in work results but also greater levels of personal satisfaction. James has been working for nearly 48 years. 20 years ago he decided to set up on each own as a Coach, to train as a coach and along the way he wrote the book The three levels of leadership which he calls a self-help psychological manual and for the last 10 years his focus has been on writing the trilogy on teams. -that’s James story in a can. o What does your first book unearth in terms of the psychological principles you speak? The first book has a role in the trilogy to describe what you really need to know about teams. What you need to know about teams is firstly the distinction between what a team is and is not, the definition of a team and the many alternative work group units. You also need to know about the psychological forces that are going on beneath the surface and if you do not know about them you are going to end up a victim of them and you will not act and succeed as a genuine team. The third big thing that you need to know is the commit, combust, combine model which James explains is a psychological model but it is also a practical model and a team can use it to determine which issue they are facing. o How do you help teams you work with through the collective forces and individual forces material you describe in your book? James is clear that he doesn’t, certainly not in the way he described in the book. He does not take teams into the dual forces model, it is a little academic and doesn’t give a team an immediate “so what”. James remains as a coach with his clients and not an educator, although now the books are out he may find himself having to spend more time in an educative role. What James really wants teams to know is that there is stuff going on beneath the surface. He will use a scaling question from 0-10 where he asks a team how well they can skilfully assert themselves in a conversation 1:1 and with the same question in a group. Typically the response is much lower in the group setting and this helps sensitise a group to the knowing that something more is going on in a group setting. This question and revealing is about as much as James will ever do with a team when it comes to the dual forces model. James will more readily use the other psychological model, Commit, Combust, Combine as well as the material from his second book with teams. James wants to make his sessions with teams as experiential & as developmental as possible. James will always explain The Team Progression Curve, which features in book one, which differentiates the different work groups such as task group, potential teams, pseudo teams, real teams and high performing teams. James find that most teams and in particular senior teams like this mapping. Teams get it, it intuitively makes sense and they see things that they didn’t know that there is a choice of unit and there is a trap called the Pseudo Team. On the same flip chart James will draw arrows on the ascent between the potential team to the real team that shows Commit, Combust and Combine. James is intent on allowing the teams he works with experience what each of these psychological elements feels like and it is only when he is bowing out of a team coaching assignment he will refer back to the explanation of the Commit Combine and Combine model. Instead James gives teams the team fixer model, book three so the team can self-diagnose. In summary ...
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    52 mins
  • Exploring Team Coaching Supervision With David Rothauser

    Exploring Team Coaching Supervision With David Rothauser
    May 1 2024
    Introduction: David Rothauser, MA, MS, PCC, PsyA is an executive coach, coach supervisor, educator and psychoanalyst who has worked in leadership & human development for over 20 years. David brings together expertise in these areas to offer a unique forum for growth and development. David trained in executive coaching at Columbia University, psychodynamic group leadership at the Centre for Group Studies, psychoanalysis at the Centre for Modern Psychoanalytic Studies and Coaching Supervision at Oxford Brookes University. David offers individual and group supervision for coaches and is currently the Chair of Coaching Supervision for the Association of Coaching, US region. On a personal note David lives outside of Philadelphia with his wife and two children. Podcast episode Summary: Supervision is explored through the prism of a live case that I brought to David as my Supervisor. David shares his approach and illuminates what can often remain mysterious & behind closed doors. We both opine on the value of Supervision and how it can bring relief and clarity from a place of being stuck as well as significant personal development. Questions asked & points made throughout the Episode: o Who are you? And could you share a bit about how you got to where you are today? David reminded us of his professional identities and when encouraged to go further went on to say that he is a husband, a father of toddlers which means it makes up a big part of his learning journey today. David went onto say that he is a patient in his own therapy, in individual and group therapy & a supervisee with multiple supervisors. o Supervision has been a vehicle for David, over his career to support his development. o The invisible parts of our practice means we do not get to see how we take care of our work. o What interests you or intrigues you about a psychoanalytic approach to team and individual coaching? David is a trained psychoanalyst and he used psychoanalysis for his own development for his work as a coach in the professional world. David started coaching in the educational sector. o David may not have encountered psychoanalysis if it wasn’t for his sister who was training to be a therapist while David was training to become a school teacher early in his career. Looking across both domains David felt that the field of Psychoanalysis for postgraduate work felt richer and more compelling. David noticed his field was more behaviourally focused whereas his Sisters field was more about people working hard to make meaning. That field was focused on what makes people tick and how can work get done more effectively. David began to dabble and have experiences with psychoanalysis. He continued & pursued his interest, studied more and at this point is a graduate of two psychoanalytic institutes and has his own psychoanalytic practice. He does not think of his coaching perse as Psychoanalytic. o David is interested in being effective. This work has helped David explore cases where he was stuck, where the reasonable and rationale approaches of other disciplines have not been of help. Psychoanalytic training & supervision provides a space where we can access more parts of self & engage creatively when the counter transference is puzzling, when for example emotions are difficult and we don’t know what to do and where we are stuck. This realm has been a major orientation for David, where the emotional and relational fields are enhanced with a psychodynamic lens. o What do your clients appreciate about your approach and do they even know? What is common about David’s Supervision sessions is that there is a feeling of relief and an opening up for new creative possibilities. o David takes an understanding based approach and in a lot of ways David draws on different disciplines, education, sociology, philosophy and psychoanalysis. When we are stuck we don’t understand what is happening. It calls for more meaning making. o At this point I re-introduced a case I had brought to David for Supervision. My case is a small team about whom I was stuck. I was curious to see if David, for the sake of my podcast listeners, could help me decode the approach David took, the potency of supervision & how it served me and my client at the time. David wondered too. o David shared that there is something about this work where there is a mystique about it. There are many kinds of supervision some for example where there is direct observation of a coach coaching with their client. The supervisor will observe a person actually coaching whereas a psychodynamic approach happens behind closed doors. o We decided to try and David asked “how shall we try” Whilst I endeavoured to revisit the case David suggested that “we back up a little” to share how he thinks about the work o A unique contribution of coaching & team coaching is offering an opportunity to ...
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    36 mins
  • From Tension to Transformation with Janet M Harvey MCC

    From Tension to Transformation with Janet M Harvey MCC
    Apr 1 2024
    Introduction: Janet Harvey, MCC is a coach, author, educator, and speaker who invites people to “be the cause of the life that most matters to you” In 2020 she wrote the Book Invite Change and in 2024 has written the book From Tension to Transformation which is the subject of this conversation today. Janet is also CEO of InviteChange which is described as a success culture building organisation for companies. Janet is an ICF Global Past President, Certified Mentor Coach, and an Accredited Coaching Supervisor. Podcast episode Summary: This podcast explores what it means to be human, to navigate life’s complexities acting from a grounded sense of self, an inner authority, or Generative Wholeness. Janet help us appreciate the many tensions we live and what it takes to mine our mindset and transform. Points made across this Episode: Q1. Who are you? I wonder if you can share a bit about how you got to where you are now Janet? o The who are you question is often challenging to answer because so much of our conditioning shapes an answer that is related to what we do. Instead Janet answers this question as it is meant. She is an alchemical seer, sovereign , radiant love, black pearl beauty, savvy , sassy, generous expression, riding on the wings of joy. o Janet shares that her words describe an essence statement. Janet describes the journey she has been on as a Coach and Coach trainer taking over the company that is now called Invite Change in 2006. Q2. How important is it to you Janet to help Leaders declare their essence? o Janet explains that there is no there, no goal or destination to reach with an essence statement. Goals are fine and have their place and the question becomes “what are we choosing every moment” This is the intentional self. How are we making decisions about how we show up and interact with others. We do not teach this to people instead of simply expecting they will intuitively get it. o Neurodivergent Learning is bringing in the more intuitive instinctive sensory systems and ways of navigating the world, in a world that today often does not meet people where they are. This then creates the importance for understanding our essence. Q3 What motivated you to write this book? o Janet describes a story at the start of her book where she was often asked by Leaders or CEOs what she was doing because so many reported that “working with Janet makes my head hurt? She heard these refrains repeatedly which led to a qualitative study to determine what was going on. o She recognised that most leaders are rewarded for producing results. They are really good at producing results and creating stuff that is really practical. The whole system of business whether you are in a product company or a services company it does not matter. We want someone to purchase our products and services and we want to create these outcomes with excellence. o So Janet was curious about what they were struggling with, what were the common themes that Leaders would present in coaching sessions? o Janet touches on the four capacities housed in Generative Wholeness, or what it means to operate from an authentic self. The four capacities include To Originate, To Create, To Learn and To Produce. Leaders tend to be great at creating and producing but often lag in the capacities to originate and to learn. To be able to originate new thinking and to learn in a continuous loop were found to be underdeveloped capacities. Q4. How do we lose ourselves so massively? o Janet was looking for ways to operationalise the authentic self. So many people are writing about authenticity, speaking about the subject but it is still so elusive a concept. It feels like a high spiritual value and it is but it is also very practical. o When a person is operating from their full authentic self they are listening to an inner authority. We are so much more than just our personality, our ego and what it takes for us to navigate our world. When we set down our inner authority we get stuck. There is so much more to our wholeness and it is a continuous learning process. o Inner authority is looking at a situation and determining what is the best relationship to it for me. This is what we do as Coaches to give people that pathway to the essence of who they are, turning the dial on their decision making rubric and have it come from the inside out. o Janet was inspired to write a book that would simplify and make relevant what leaders were experiencing. She wanted to explore the journey from feeling something is not right to transit the form into a new form that works. Q5. What are you asking of Leaders to get the most from this book? o Janet exhaled deeply and shared “frankly to go slow” She encourages Leaders reading her book to not read it as a text book. She further asks that readers do relevant ...
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    50 mins

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