Table of Contents

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 References

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

References

Promotional Information

55 proven tools and techniques to help team leaders and project managers improve team performance in a complex environment.

About the Author

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.

Reviews

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.'

"Excellent toolkit, helps me to have some new tools to work with teams."

"Very practical and useful!"
*Amazon*

Recently I have used this book to design a workshop to help leaders develop team coaching skills specifically for project teams. I found the book to be very useful, practical, and insightful. This book contains 55 simple yet highly effective tools to coach project teams from start to finish to achieve optimal results. I strongly recommend it for project team leaders, coaches, and leadership development professionals!
*amazon.com*