Team-CARE, together we win E-Book

Marco Laganà

• Herausgeber: Youcanprint
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2017

Beschreibung

This manual is for:Anyone working in a team, who wants to make it work.Anyone struggling in a team but who wants to make a contribution and give meaning to their daily work routine: particularly the leaders and the coaches, but also those working in human resources.Anyone who believes that a team's human capital is worth much more than the sum of the individuals in it (and their 'cost') - as long as the team functions well.How do we make the team function well? We have to care about it, and take care of it.People are not talents per se, but every person has talents, skills they can utilise to help others. It is up to us to discover, to inspire, to give them the right role and enhance their place in the team, because together we win.If you have a problem at work, you do not need to change the individuals in the team. You need to change the way you see, engage, manage and value them.If you have weaknesses, you can try to work on them but sometimes it is better to leverage on others' strengths and work together.If you are a striker, instead of being forced to play as a goalkeeper, you should play with a goalkeeper!

Leseprobe

Contents

Testimonials

Introduction

1. The Team Coach should aim at building trust, and better team relationships, towards a sustainable alliance

2. What does it mean: Together we win?

3. If we win, who will lose?

4. The Team Coach helps to change the corporate culture, by proposing trust as a key business factor.

Chapter 1 The Team-CARE model for the Team Coach. Why?

1.1. Is Team-CARE an evolution or a revolution?

1.2. Is Team-CARE more receptive to innovation?

1.3. Is Team-CARE targeted to clients and to meet stakeholders’ needs?

1.4. Is Team-CARE close to the state of the art?

1.5. Team competences and their interdependence with individual competences

Chapter 2 Team-CARE: what, how, who and when?

A.Team-CARE: the conceptual framework of the model

A1. What's new for "traditional" human resources management?

A2. Team-CARE enriches and strengthens Team Coaching

A3. Overview of the Team-CARE framework

A4. How would Team-CARE review the HR service model?

A5. How does this fit in an HR service model?

A6. Conclusion: a Copernican revolution from the individual to the team

B. Team-CARE actions for the Team Coach

B1 Action 1: Key role for the Team Coach in Team-CARE

B2 Action 2: I-TEC Games

B3 Action 3: Team-CARE measurement

B4 Action 4: Team Coach applies the Team-CARE toolkits

B5. Implementation Road Map

C. Conclusion

Chapter 3. Tools for the Team Coach: activitiesto achieve the objectives.

3.1. Context

3.2. Examples of activities

Chapter 4. Team Coach Tools: educational Games to learn, train and value competences

4.1. Background

4.2. What about gamification and educational games?

4.3. Why Educational Games?

4.4. When to play Educational Games during the life cycle?

4.5. Where to Play Educational Games?

4.6. About the I-TEC Games

a. Mission and goals

b. High-level principles and criteria

4.7. Conclusion

Chapter 5 Team coaching and individual coaching

5.1. The Case in specialised reports and research

5.2. A simple model for understanding the Business Case for team vs individual

5.3. Team-CARE meets some key HR objectives for Talent Management

A Talent Management Review system to achieve HR objectives?

Team-CARE is key to achieving HR objectives regardless of the workforce age distribution

5.4. How does the Team-CARE business case compare to individual executive coaching?

1.Team-CARE focuses on the nature, relationships, functioning and features of the team, not the single person.

2.Team-CARE is inclusive for all staff and not only a few.

3.Team-CARE includes team diving to enable management to better understand, measure and evaluate.

4.Team-CARE makes available new data and information for better HR management.

5.Team-CARE includes the I-TEC Games, an excellent way to value team competences and achievements.

6.Team-CARE is 3D vs individual coaching which is mono-dimensional

7.Team-CARE has a much higher potential impact than individual coaching

8.Team-CARE deals with Team and Network competences and not only individual competences.

9.With Team-CARE, the Team Coach has a broad variety of tools

5.5. Conclusion: the distinctive features of Team-CARE

Chapter 6. The actual Team Coach objective? Value human capital in business transformation

6.1. The working hypothesis. Is Labour a cost?

6.2 Capital K has apparently a lot of advantages.

6.3. Is Capital K really so appealing? What is the engine for innovation and growth?

6.4. The new paradigm for unlimited potential Human Capital

6.5. Capital is a key enabler but the engine is collective intelligence and imagination.

6.6. How is digitalisation removing limits for unleashing the potential of Human Capital?

6.7. Education and learning foster collective intelligence and unleashes the potential of Human Capital

6.8 Open space and smartworking: Team-CARE as a change management tool

6.9 Conclusion: Human Capital is potentially unlimited in its capacity to transform business.

Chapter 7 The main causes of the failure of the team? The added value of the Team Coach

7.1. The 10 typical mistakes of the authoritarian manager (I'm ok-you're not ok).

7.2 The 10 typical mistakes of the inadequate manager (I'm not ok, you're ok)

7.4 Problems with your colleagues?

7.5 The right manager and professional (I'm OK, you're OK).

7.6 Authority or leadership?

7.7 Lack a sense of responsibility.

Bibliography

Table of Figures

About the author.

Team-CARE,

together we win

THE ESSENTIAL MANUAL FOR TEAM COACHES,

Toolkit for HR Managers, Leaders and Educatorsto identify, develop, manage and value Team competences in BUSINESS

by Marco Laganà*

Diploma in “Professional Coach Program”

This book is for:

Anyone working in a team, who wants to make it work.

Anyone struggling in a team but who wants to make a contribution and give meaning to their daily work routine: particularly the leaders and the coaches, but also those working in human resources.

Anyone who believes that a team’s human capital is worth much more than the sum of the individuals in it (and their ‘cost’) - as long as the team functions well.

How do we make the team function well? We have to care about it, and take care of it.

People are not talents per se, but every person has talents, skills they can utilise to help others. It is up to us to discover, to inspire, to give them the right role and enhance their place in the team, because together we win.

If you have a problem at work, you do not need to change the individuals in the team. You need to change the way you see, engage, manage and value them.

If you have weaknesses, you can try to work on them but sometimes it is better to leverage on others’ strengths and work together.

If you are a striker, instead of being forced to play as a goalkeeper, you should play with a goalkeeper!

* Diploma in “Professional Coach Program”, recognised by the Associazione Italiana Coach Professionisti (AICP) and approved by the International Coach Federation (ICF) as Approved Coach (Specific Training Hours) for the ICF Coach credentials. Team Coach of a diversified group of 120 persons in 13 regions and 30 cities. 20 years in international large private firms and public institutions of which 9 spent abroad as a civil servant at the European Central Bank. Professional experience as team leader, network coordinator, senior adviser and project manager in a broad range of networks, groups, committees, working groups and teams. Longstanding volunteer experience as educator, personal and Team Coach. Coordinator for Italy of the European citizens’ initiative 2013 "A high-quality European education for all", President of Association Talenti Cittadini. email: [email protected]. The author thanks in particular Anna Maggi, and his two beloved sons, as well as Davide Isabella and Fabio Montuori. Any mistake or omission is the exclusive responsibility of the author.

“Education is an act of love where we give our best to inspire others, and deserve their trust”.

To my beloved family

Testimonials

We met Marco and immediately noticed his determination, professionalism and deep passion, as well as his mastery of the coaching method. His many years of experience in conducting and coordinating business projects, supported by a natural aptitude for study and innovation, create a perfect combination of practice and theory. This is visible in his approach, inspired by Coaching and targeted on teamwork. His point of view is comprehensive and integrated. It is based on direct experience and embraces new conceptual frameworks.

Franco Rossi e Alessandro Pannitti , Professional Coaches and founders of INCOACHING® Srl, creators of the Coaching Evolutivo® and of the C.A.R.E.® model.

Marco Laganà has covered different roles in his professional life…in all these roles, despite their diversity, Marco has maintained his vision of the world, in which the person is part of a community. This book, full of humanity, even in the technical parts, has allowed Marco to fully develop this "Weltanschauung".

Francesco Papadia , former General Manager for Market Operations of the European Central Bank, Non-Resident Fellow the Bruegel Institute. Blog Author of http://moneymatters-monetarypolicy.eu/

Marco, a professional coach, is the embodiment of excellence reached by combining competence, passion and commitment. The paradigm change of team coaching is the way forward; to restore strength and value to many professionals unjustly mistreated and wasted. The awareness of the value of the team helps to rediscover confidence in fundamental sectors such as banking. Thanks to Marco, this book will become a reference text for so many coaches and anyone who has the privilege of working with and for people.

Rosa Teresa Campana Coach, former senior HR manager of large groups.

Team-CARE: a practical approach to coaching.

What are the challenges for human capital so that it can fully express its value in the new business environment? How to inspire and motivate staff and work teams to manage, with effectiveness and conscious autonomy, the new challenges? In Team-CARE, Marco Laganà proposes an approach and a model to answer these questions by focusing on team-coaching. Clear and pragmatic, Team-CARE is an essay on coaching, with practical tools, making use of Marco’s experience both in the economic and educational field.

Marco Becucci, Head of Business Operations, Europe per Orange

The book is very inspiring and I share very much the philosophy and content… team-CARE can facilitate decision-making: rather than being a process of negotiation of conflicting interests, in a team, decisions are made for the welfare they generate to the team and then to the individual. It is the awareness that the good of the group is the good of the individual, as well as that the good of the individual; if it reduces the good of the group, it ends up destroying the individual good.

Guido Bichisao, Director Institutional Strategy Department, European Investment Bank

Introduction

1. The Team Coach should aim at building trust, and better team relationships, towards a sustainable allianceWhy are people often unhappy or unsatisfied with their life and business? There could be many reasons. For example we could argue that many people were brought up to believe they have to win their personal competition, at all costs, with only secondary or tertiary regard for others, regardless of whether they are companions or opponents. As kids, many people competed at sport or in school. Life and business have been presented as football grounds, battlefields or Darwinian worlds. I think this is utterly misleading. Most people were told that only a few will succeed, like in a pyramid where selection is merciless. Competition among individuals was presented as always healthy for society and the economy. Many, apparently, have not been educated to think first about those others who are in need. Or to think that playing together can be educational per se, regardless of the outcome.