Leadership Team Coaching Quotes

“One example of applying this approach comes from Michael Schrage at the Martin Trust Centre for MIT Entrepreneurship, who has developed the 5x5x5x5:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“a world characterized by a limited and vertical nervous system and by walls’. Instead we need to move to ‘networks – an open, fluid team of teams and continuous change making’ (quoted in Elkington and Braun, 2013: 38). This is echoed by Jon Katzenbach (2012): Today, with the ever-increasing necessity of working across organizational and geographical boundaries, and the growing complexity of daily business, more leaders at all levels are finding that it’s not always practical – or even best – to put together a team. Fortunately, we now have more options; in particular, consider the potential of focused networks, and sub-groups that can work more effectively in different modes than a ‘real team.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“A great meal requires cooking and transforming the ingredients, then engaging and satisfying the guests!”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Today I would first ask the team: ‘Who is the team in service of?’; ‘What do your stakeholders currently value receiving from you and what will the stakeholders need different from you in the future?’ In reviewing the coaching so far accomplished, I will then ask: ‘If your stakeholders had been sitting in on our work together, what would they value about the work we have done and what would their challenge be to us?”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Success is a lousy teacher. It seduces smart people into thinking they can’t lose.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“As we restarted I repeated his challenge to the whole group and then asked the 30 people present to look at the list of potential conflicts of interests they had all jointly created and agreed to before the break, and to stand up if they currently had one or more conflicts of interest as listed. At first no one moved. Then one or two slowly got to their feet. Only then did the dynamic start to manifest. Heated exchanges began, with board members saying to others things like: ‘Well if X is standing you should be standing as well’. Gradually about half the board members in the room were standing. I then asked those who were not standing to pair up with someone who was standing and: ask them to list all their potential conflicts of interest;”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“One of the key tasks of any board is to constantly find the best integration and alignment of all stakeholder interests.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“The board coach can help the board by gently asking them to mention which stakeholder group they are currently concerned about or consider themselves to be representing”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“In the inquiry phase it is also important to find out the expectations of the board from its shareholders, or in the case of charities its members, in the case of a partnership its partners, or in the case of foundation health trusts its governors”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“high-value creating board diagnostic questionnaire,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“She went on to match the five disciplines to the statement from the UK Code on Corporate Governance (2012) and I quote here:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“In coaching a number of international teams we developed a culture awareness exercise that can be carried out in diverse pairings: Person A states: ‘What I would like you to know about my cultural background...’ Person B replies: ‘What I heard was...’ Person A clarifies any misunderstandings. Person B then responds by stating: ‘How I would act differently to respond to what you have told me is...’ Person A then lets Person B know which of these responses they would find helpful.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Pam Van Dyke (2016)”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“but rather on the touchline, with the agreement to call ‘time-outs’ at critical junctures in the meeting.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Elsewhere I have defined organizational culture as what you stop noticing when you have worked somewhere for over three months,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“What new learning or knowledge have we created that none of us knew before we arrived at this very expensive meeting?”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“O’Sullivan and Field (2018) provide a case study of systemically team coaching an Australian pharmaceutical company in this process.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Five Who Exercise”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“three-horizon thinking”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“spend too much time looking in the rear-view mirror, reflecting on what has recently happened,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“double-loop learning (Argyris and Schön, 1978; Hawkins, 1995, 2004)”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Often the most powerful way to shift a culture is to first change the behaviour of the ‘bystanders’, and this is also true within a team.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Hedberg (1981) writes that: ‘Very little is known about how organizational unlearning differs from that of individuals.’ But his work explores how unlearning can be blocked, particularly by the danger of too much success: ‘Organizations which have been poisoned by their own success are often unable to unlearn obsolete knowledge in spite of strong disconfirmations’. This is echoed by Bill Gates who said: ‘Success is a lousy teacher!”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Action learning couples the development of people in work organizations with action on their difficult problems... [it] makes the task the vehicle for learning and has three main components – people, who accept the responsibility for action on a particular task or issue; problems, or the tasks which are acted on; and the set of six or so colleagues who meet regularly to support and challenge each other to take action and to learn. (Pedler,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“providing individual coaching to the members of the leadership team on how they connect the two aspects of their role: their membership of the top team with the leadership of their own division or function; inter”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“THREE-WAY SORT”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“The unwritten rules of this group are... What I most enjoy in this team is… I am most proud of the team because… What I find hard to admit about my work in this team is... I think what we avoid talking about here is... I hold back on saying... The hidden agendas that this group carries are... We are at our best when... What interrupts us from being at our best is... We are at our worst when…”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Here are four useful strategies:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Distinguish between three different types of activity: information sharing, generative dialogue and decision making. Try to maximize the time spent on generative dialogue where the team have to generate collective thinking that is better than any individual could have arrived at by themselves, thus leveraging the team quotient.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Make your meetings outcome focused: many meetings are ruled by a lengthy agenda. I suggested to one chief executive I worked with that she start all meetings by agreeing with her team the top three outcomes the team needed to achieve together in their meeting, and then spending 80 per cent of the time on these items where there was real collective value creation.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership