Margerison-McCann Team Management Wheel™
I am always delighted when individuals who receive praise also acknowledge the wider team that contributed to their success. Even more so when they can clearly articulate how and in what ways their colleagues supported them. “It’s a team effort.”, “I’d like to thank my team…”. Members of high-performing teams are clear about their own strengths and how they best work together. Do you have that clarity in your team?
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Good questions lead to good listening (and vice versa: good listening leads to good questions)! They build interpersonal bridges and create connections. Questions such as: ‘What moves you?’, ‘How does that make you feel?’ or ‘Would you like to tell me more?’ are usually sufficient. Yet it is more helpful to ask a disbeliever ‘What makes you doubt?’ than to give them advice, nag them or try to reassure them with ‘It’s not that bad’.
The transition of the ‘people function’ title to ‘People and Culture’ represents a fundamental shift in how organisations view their workforce. Linda Grant explores the evolution of this function, now seen as being a strategic partner in achieving organisational goals.
‘Listening leads to better performance — in the person who listens, in the person who is listened to and, as a consequence, in the whole organisation’, concludes listening researcher Guy Itzchakov [1]. Plus I would add: it also leads to better change processes and campaigns. So, why has listening training not long since become part of every organisational development project and campaign? Probably because people don’t think they have time for it.
In an era defined by disruption and complexity, building strong teams has never been more critical. Paula Brennan explores why team coaching is emerging as one of the most powerful investments organisations can make — fostering collective resilience, unlocking innovation, and enabling teams to thrive in turbulent times.
Know-how is crucial and is a major part of the capital of all organisations, including the non-profit sector. It has three main components:
As I stepped outside into the snowy scenes this month and saw the snow covering the fields and paths, the icy streams and rivers, I was in awe of those who choose to dash into the icy waters as a form of pleasure, those who roll in the snow to rush back into their saunas, those who set off early to make the first tracks in the snow. All with a view to invigorating their body and mind, to feeling re-energised and ready for anything the day might bring. Whilst I might not choose to engage in all of these activities, I do resonate with the need to discover and re-discover our individual and team energies.
“Whether from Russia, Kazakhstan, New Zealand, the United Kingdom or India, you have a strong voice and it is important we hear that voice”. This was the message from a venture investor as they invited their colleagues to commit to beginning a team development journey with Coach Mentoring Ltd.
Professors David Clutterbuck and Peter Hawkins have partnered with the Global Team Coaching Institute (GTCI) to bring you a complimentary, LIVE Team Coaching Accelerator: Advance to the Leading Edge of Team Coaching and Team Leadership. GTCI is a new institute dedicated to Team Coaching where the world’s foremost experts come to teach, where coaches come to become the best, and where organisations come to find the best.
To use a psychometric tool, or not to use, that is the question? Perhaps you have answered this question. Further questions might be, why would you choose the Margerison-McCann Team Management Profile over other psychometrics? How can this tool enhance coaching conversations? How can the Profile help clarify the goals the individual seeks to address?
At Coach Mentoring Ltd coaches choose to offer the Team Management Profile for many reasons, but firstly what is it? Continue reading
