THE STELLAR MODEL OF TEAM COACHING
is a labour of love.
Created after years of working with teams, knowing what works, and what the essential elements are which help make any team more successful and help create a STELLAR TEAM.
Over many years of coaching teams Dawn Jarvis has created a model to highlight what STELLAR TEAMS must focus on to continue their development. Working with Diane Wilkinson to refine and edit this model, they now both use it to support the development of the teams and leaders they coach.
We start with a selection of diagnostics, which tell us the depth and breadth of the areas that need work, and which order of priority to set. We co-create a journey planner, like the one above, to move the team through their coaching. Spending as long as needed with each element. At the end of the process the diagnostics are run again to show the progress made.
We also use the STELLAR MODEL and other exercises and diagnostics to support individuals through a coaching journey. Often, when working in organisations, we will begin and end the coaching journey with a three way meeting (coach, coachee and their boss/sponsor), this helps set expectations, ensures transparency and enables progress to be mapped.
At the heart of THE STELLAR MODEL is CORE PURPOSE. This is depicted by a compass and is the WHY of the team and the individuals in a team.
When we all share the same WHY, the same CORE PURPOSE it is very easy for us to work better together, because we are all facing in the same direction. Teams in trouble either don't share the same CORE PURPOSE, or their CORE PURPOSE is not clear.
The left side of the model covers the WHAT of a team. WHAT does a team need to do well. Firstly we cover the PLANNING STRATEGICALLY element of the model; the vision, strategy and operational plan.
We take the team through a series of exercises to enable them to create their ambitious vision for the future; their strategy for getting there and how they are going to complete the tasks required to deliver the strategy.
Next, we cover a big part of the WHAT side of the model, MAKING EFFECTIVE DECISIONS.
Teams can often be heard to say, "we need to make a decision on that". But do they? Do they actually make effective decisions?
Effective decisions not only get made, but they get implemented, communicated, reviewed and analysed. We use the DISCO model for making effective decisions.
Finally on the WHAT side of the model we have DELIVERING ACCOUNTABILITY.
Individuals need to know their role, what they need to deliver, as does every member of the team, and the whole team must be able to hold each other to account. We work with team members to make sure that they are clear on their personal goals and objectives, AND the other team members' goals and objectives.
This means they can support and challenge each other to deliver better outcomes as a team.
On the right hand side of THE STELLAR MODEL we have the HOW elements. HOW team members need to work together.
The first element is BEHAVING WELL. We work with teams on developing boundaries, being able to describe acceptable and unacceptable behaviours and on how to give and receive feedback. Teams that can explicitly talk about their behaviours learning the skills to navigate through difficult waters together are always stronger.
The middle element on the HOW side is EMBRACING CONFLICT. Tt is vital that teams learn to embrace all that conflict brings. Working with our models teams and team members get used to conflict being merely energy, that they can harness for amazing results. We support team members to discuss long standing issues, to resolve covert processes that are at work and may be undermining the team's performance.
The final and possibly the most important element of the whole model is DEVELOPING TRUST. It underpins everything. We can't just come along and run one workshop and everyone in the team fully trusts each other. However, bit by bit, exercise by exercise, workshop by workshop, trust develops within the team. Working around the model, using the exercises we do and working together with the team, all of that supports the development of TRUST.