Team Coaching Toolkit

Tony Llewellyn is a specialist in the behavioural forces that can be used to build amazing teams. He is a qualified chartered surveyor, and also has a Masters degree in Coaching and Behavioural Change. Tony primarily works as an advisor to teams working on major projects where collaboration is recognised as being critical to success. Prior to starting out as a team specialist, Tony worked on both the client and the consultancy side of many major projects, including a senior management role in a substantial UK construction consultancy, and also as a director of a global engineering business. His previous book, Performance Coaching for Complex Projects, was published in 2015, and he regularly contributes articles to various publications in the professional press.Tony lectures frequently, both to students at two London Universities, as well as to individuals and groups undertaking professional development training.

Amazon reviews: 'Lots of great ideas for building better teams. Easy to read and simple to introduce to your organisation. Highly recommended.''There is no greater risk to a project team achieving what it sets out to achieve than failure to collaborate. Yet what is collaboration and how is it achieved? We see glimpses of it when teams produce “win-win” outcomes. Such instances often rely on the charismatic leadership of an individual. What are the behaviour patterns, and how are they replicated? Is there a systemic approach to collaboration? As a toolkit for collaborative behaviour this excellent book gives the answer as a resounding yes. Well researched and practical the book is easy to engage with. It is what it says a “toolkit”. It inspires learning, encourages practical implementation and is a natural follow on from Performance Coaching for Complex Projects.'

• How to use this book SECTION ONE – The Theory Chapter 1 – Introduction Chapter 2 – Using tools to shape team dynamics Chapter 3 – The emergence of the team coach SECTION TWO – Team Coaching Techniques Technique 1. Systemic thinking and the spheres of influence Technique 2. Facilitating a thinking environment Technique 3. Slow down to speed up Technique 4. Curious enquiry Technique 5. Influential questions Technique 6. Listening for clues Technique 7. Adopt an ‘Agile’ mindset Technique 8. Using case stories Technique 9. The importance of visual information Technique 10. Developing your maturity in complexity SECTION THREE – Team Coaching Tools Chapter 4 – Tools for assessing the team’s environment 1. Is your project complex or simply complicated? 2. Assess the project environment 3. Articulating stakeholder paradoxes 4. The ‘cup of tea meeting’ 5. Celebrating cultural diversity 6. Dangerous assumptions and leaps of faith 7. Roles not jobs 8. Force fi eld analysis 9. Surviving the storming stage Chapter 5 – Tools for setting up an effective team 10. The Big ‘Why?’ 11. Extrovert and introvert thinking 12. Learning from the past 13. Establishing your rules of engagement 14. Agreeing to take feedback 15. Building a future story 16. How to motivate or annoy me 17. The collaboration canvas 18. Create an awareness of behavioural gravity 19. Establish a ‘no blame’ culture 20. The Team Integration Manual Chapter 6 – Tools for improving communication 21. Establish a collaboration and integration workstream 22. The language of collaboration 23. Building a team psychometric profile 24. Everyone speaks, everyone is heard 25. Systemic problem-solving model 26. Who plays the fool? 27. The ‘so what?’ monitor 28. Agree your meeting strategy 29. Identifying the elephant 30. Perceptual positions from the ‘extra chair’ 31. Building stakeholder support Chapter 7 – Tools for building resilience 32. Press reset 33. Taking the resilience temperature 34. Constructive challenge 35. Coping with difficult news 36. Fault free confl ict management and the ‘Evil Genius’ 37. Hedges and potholes 38. The pre-mortem: An alternative approach to risk management Chapter 8 – Tools for encouraging learning, innovation and improvement 39. The midpoint review 40. Knowledge stocktake 41. Capturing the knowledge 42. How are we performing? Team key performance indicators 43. Lifting the barriers to allow creative thinking 44. Running a successful ‘lessons learned’ session 45. Purposeful closure SECTION FOUR – What next? Chapter 9 – Reading list and other resources ReferencesHow to use this book SECTION ONE – The Theory Chapter 1 – Introduction Chapter 2 – Using tools to shape team dynamics Chapter 3 – The emergence of the team coach SECTION TWO – Team Coaching Techniques Technique 1. Systemic thinking and the spheres of influence Technique 2. Facilitating a thinking environment Technique 3. Slow down to speed up Technique 4. Curious enquiry Technique 5. Influential questions Technique 6. Listening for clues Technique 7. Adopt an ‘Agile’ mindset Technique 8. Using case stories Technique 9. The importance of visual information Technique 10. Developing your maturity in complexity SECTION THREE – Team Coaching Tools Chapter 4 – Tools for assessing the team’s environment 1. Is your project complex or simply complicated? 2. Assess the project environment 3. Articulating stakeholder paradoxes 4. The ‘cup of tea meeting’ 5. Celebrating cultural diversity 6. Dangerous assumptions and leaps of faith 7. Roles not jobs 8. Force fi eld analysis 9. Surviving the storming stageChapter 5 – Tools for setting up an effective team10. The Big ‘Why?’ 11. Extrovert and introvert thinking 12. Learning from the past 13. Establishing your rules of engagement 14. Agreeing to take feedback 15. Building a future story 16. How to motivate or annoy me 17. The collaboration canvas 18. Create an awareness of behavioural gravity 19. Establish a ‘no blame’ culture 20. The Team Integration Manual Chapter 6 – Tools for improving communication 21. Establish a collaboration and integration workstream 22. The language of collaboration 23. Building a team psychometric profile 24. Everyone speaks, everyone is heard 25. Systemic problem-solving model 26. Who plays the fool? 27. The ‘so what?’ monitor 28. Agree your meeting strategy 29. Identifying the elephant 30. Perceptual positions from the ‘extra chair’ 31. Building stakeholder support Chapter 7 – Tools for building resilience 32. Press reset 33. Taking the resilience temperature 34. Constructive challenge 35. Coping with difficult news 36. Fault free confl ict management and the ‘Evil Genius’ 37. Hedges and potholes 38. The pre-mortem: An alternative approach to risk management Chapter 8 – Tools for encouraging learning, innovation and improvement 39. The midpoint review 40. Knowledge stocktake41. Capturing the knowledge 42. How are we performing? Team key performance indicators 43. Lifting the barriers to allow creative thinking 44. Running a successful ‘lessons learned’ session 45. Purposeful closure SECTION FOUR – What next? Chapter 9 – Reading list and other resources References