describe why coaching is important in teamwork
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In a two to three-paragraph post, describe why coaching is important in teamwork. read chapter lecture notes: Now that you have a team in place and have set the ground rules, how do you effectively lead a team? As stated by Lowney (2003), “Everyone is a leader, and everyone is leading all the time – sometimes in immediate, dramatic, and obvious ways, more often in subtle, hard-to-measure ways, but leading nonetheless” (p 17). Your text also suggests that everyone on a team is a leader. The biggest challenge on a team is to build shared respect, trust, empathy, and goals. When you have this, the team can do almost anything! Everyone knows that organizations, armies, sports teams, and companies perform best when team members respect, value, and trust one another and sacrifice narrow self-interest to support team goals and their colleagues’ success. Individuals perform best when they are respected, valued, and trusted by someone who genuinely cares for their well-being. (Lowney, 2003, p. 33). In a very real sense, teams are limited by their lack of interpersonal relationships and shared vision and goals. As a leader, a large part of your role is to manage this aspect of the team. As Goleman, Boyatzis, and McKee (2002) note, “If leaders fail in this primal task of driving emotions in the right direction, nothing they do will work as well as it could or should” (p. 3). “The difference between the leaders lay in the mood and tone with which they delivered their messages” (p. 4). “Throughout history and in cultures everywhere, the leader in any human group has been the one to whom others look for assurance and clarity when facing uncertainty or threat, or when there’s a job to be done. The leader acts as the group’s emotional guide” (p. 5). Good leaders are “driving the collective emotions in a positive direction and clearing the smog created by toxic emotions” (p. 5). Finally, from Goleman, Boyatzis, and McKee (2002): Since emotions are contagious, team members take their emotional cues from each other, for better or for worse. If a team is unable to acknowledge an angry member’s feelings, that emotion can set off a chain reaction of negativity. ON the other hand, if the team has learned to recognize and confront such moments effectively then one person’s distress won’t hijack the whole group” (p. 178). The leader must model “empathic confrontation of a member’s emotional reality” displaying a caring attitude. This builds trust and increases the trust in the group (p. 178). There cannot be any sacred cows for a team. Openness, respect, trust, and ability to say the hard things and even to discover the elephant in the room, are all features of an effective. References Goleman, D., Boyatzis, R. & McKee, A. (2002). Primal leadership: Learning to lead with emotional intelligence. Boston: Harvard Business School. Lowney, C. (2003). Heroic leadership. Chicago: Loyola Press.
