The True Value of a Team Performance Coach: Beyond Frameworks and Rules

The True Value of a Team Performance Coach: Beyond Frameworks and Rules

In the dynamic realm of team performance coaching, my passion extends far beyond mere frameworks. While they serve as the foundation for many teams, the essence of my role is deeply rooted in effectiveness and performance coaching. Navigating team conflicts and championing individuals to reach their potential are some of the most rewarding facets of my job.

Unraveling Conflicts and Unleashing Potential

Within any team setting, conflicts are almost inevitable. They can sprout from myriad sources: differing perspectives, misunderstandings, or the stress of impending deadlines. Instead of viewing these as hindrances, I perceive them as growth catalysts. These are moments ripe for instilling stronger team cohesion and fostering collaboration. Witnessing a team evolve and solidify post-conflict is a testament to their resilience and unity.

On the individual front, aiding team members in recognizing and tapping into their latent potential is a thrilling endeavor. From the first stirrings of self-awareness to them operating at their peak, the transformative journey is genuinely remarkable.

Delving Deeper into the G.R.O.W. Coaching Model

Among the myriad of coaching techniques available, the G.R.O.W. coaching model resonates with me due to its sheer simplicity yet profound impact. The G.R.O.W. coaching model offers a structured pathway, particularly invaluable when navigating team conflicts. To better understand its application, let's use a team conflict scenario:

  1. Goal: This phase is about clearly defining what the desired outcome should be post-resolution.
  • Example: Two team members, Alex and Jamie, have a persistent disagreement over the direction of a project. The goal is to arrive at a consensus where both feel their perspectives are respected and the project can proceed without friction.
  1. Reality: This stage involves delving deep into the current situation to understand the root of the conflict and its implications.
  • Example: Upon discussion, it becomes apparent that Alex believes in taking a more traditional approach, having seen its success in past projects. Jamie, on the other hand, advocates for a more innovative strategy, believing it will yield better results given current market trends. Both feel their ideas are being sidelined.
  1. Options: Here, the emphasis is on brainstorming potential solutions, fostering open dialogue, and understanding.
  • Example: Several solutions might emerge. They could consider blending elements from both strategies, bringing in a neutral third party to offer insights, or even running a small-scale test of both approaches to gauge their efficacy before full-scale implementation.
  1. Way Forward: With potential solutions on the table, this step is about committing to a specific action plan to resolve the conflict.
  • Example: Alex and Jamie decide to merge the strongest aspects of their respective strategies. They also opt to have regular check-ins to ensure open communication and make necessary adjustments if challenges arise.

The G.R.O.W. model, in this context, doesn’t merely offer conflict resolution. It promotes understanding, fosters collaboration, and ensures that team dynamics are strengthened post-conflict. By understanding the root of disagreements, exploring potential solutions collectively, and committing to a mutual way forward, teams can turn conflicts into opportunities for growth and innovation.


The G.R.O.W. model transcends its step-by-step procedure. It's an ideology that promotes forward-thinking, introspection, and ownership. Its alignment with holistic team performance principles ensures it remains an indispensable tool in my coaching repertoire.

Being a team performance coach extends far beyond the realms of mere frameworks. It's about influencing lives, diffusing conflicts, and guiding individuals and teams to unparalleled achievements. The G.R.O.W. coaching model has been my trusted companion in this journey, and I truly believe it holds the potential to impact many more coaching narratives.


Alexander, G., & Renshaw, B. (2005). SuperCoaching. Random House Business Books.

Rogers, J. (2012). Coaching Skills: A Handbook. McGraw-Hill.

Whitmore, J. (2009). Coaching for Performance: GROWing Human Potential and Purpose - The Principles and Practice of Coaching and Leadership. Nicholas Brealey Publishing.

Beyond Titles: A Lifelong Commitment to Lean Principles and Value Alignment

Beyond Titles: A Lifelong Commitment to Lean Principles and Value Alignment

In a world defined by ceaseless evolution and intense competition, my journey as an Organizational Design Coach has been a thrilling ride. Although my titles have varied over the years, my dedication has remained unwavering towards lean principles, organizational effectiveness, and a staunch alignment to value creation. At the heart of my mission is the desire to spearhead transformative shifts that deeply permeate the organizational structure. The experience of partnering with numerous Fortune 500 companies has enriched me with profound insights and a legacy of tangible impacts.

Essential Beliefs:

Lean Principles: Lean principles empower organizations to prioritize efficiency, customer-first approaches, and a relentless pursuit of improvement. At its core, lean revolves around five principles: value, value stream, flow, pull, and perfection. They serve as a guiding beacon, enabling organizations to eradicate inefficiencies, enhance process performance, and place the customer at the epicenter of all decisions.

Organizational Effectiveness: True organizational effectiveness blends operational superiority with an ingrained culture of involvement and ingenuity. As markets transform, organizations must adapt, recalibrating their strategies, processes, and people to the fluid market demands.

Value Alignment: Synchronizing with value ensures that every organizational effort converges towards customer-focused results. When the organizational framework revolves around value creation, it naturally breeds innovation, augments customer contentment, and elevates financial performance.

My Blueprint for Organizational Evolution: No two organizations are the same. Recognizing this, my strategy leans into a customized engagement model, crafted for an organization's unique scenario. Marrying coaching, consulting, and hands-on execution, I aim to shepherd organizations toward operational superiority.

Case Studies: The Evidence of Impact:

1. Boosting Operational Efficiency in Healthcare Operations: A tech giant grappled with diminishing operational effectiveness. A rigorous evaluation and subsequent process overhaul, complemented by nurturing a continuous improvement ethos, led to a 30% reduction in operational expenses, faster processes, and heightened customer contentment.

2. Cultural Metamorphosis at an Insurance Titan: A major insurance entity was trapped in a compartmentalized work culture, stifling cooperative innovation. By reshuffling organizational frameworks, championing cross-departmental cooperation, and instilling inclusiveness, we ignited a cultural shift that positioned them at the zenith of healthcare innovation.

3. Championing Customer Focus at a Global B2C Giant: A prominent B2C company sought to intensify its customer focus to maintain an edge. Through mapping customer journeys, reshaping processes, and imparting lean training, we uplifted customer satisfaction by 20%, leading to a marked growth in market presence.

Insights Gleaned and the Path Ahead: The voyage of reshaping organizations has been a treasure trove of learnings. Sustainable transformation roots in genuine people engagement, perpetual education, and harmonizing organizational efforts towards value addition. As the landscape of organizational design flourishes, I'm committed to perpetually evolving and leaving a meaningful impact.

In Closing: This expedition, though challenging, has been immensely gratifying. As market landscapes shift, anchoring to lean principles, cultivating organizational potency, and unwaveringly zeroing in on value alignment becomes crucial. It's an evergreen cycle of learning, metamorphosing, and enhancing, not just for the enterprises I ally with, but for my own personal and professional growth.

The Liberation of Remote Work: Why I’ll Never Go Back to the Office Full Time

The Liberation of Remote Work: Why I’ll Never Go Back to the Office Full Time

Working from home has irreversibly changed me. The very thought of returning to the routine of a full-time office job feels antiquated, almost absurd. It’s been four continuous years of remote work for me, and I’ve embraced every second of it. While I occasionally make a brief appearance at the client's office, it's a far cry from the "hybrid" work models that have become increasingly popular.

You might wonder why I'm so attached to this way of working. Two years ago, in a bold move, I relocated back to Hawaii during the height of the COVID-19 pandemic. Some might say it was a gamble – relocating to a place so remote while banking on the longevity of remote work. Yet, sometimes, in order to truly understand what we desire, we must place ourselves in situations that force a decisive outcome. Today, two years after my move, I'm still thriving, even more convicted in my decision.

So, why is remote work so pivotal to me? The answer is threefold, yet incredibly simple:

  1. Quality of Life: Living in Hawaii, I've had the chance to reconnect with nature. The daily view of the pristine beaches, the intoxicating scent of the flora, and the rejuvenating ocean swims have become invaluable parts of my day. These experiences contribute greatly to my well-being, mental clarity, and overall satisfaction – aspects that would have been compromised with a daily office routine.
  2. Quality of Life: Without the constant hustle of preparing for office, commuting, and navigating through office politics, I have been able to reclaim a significant portion of my time. This allows me to allocate hours to personal development, such as exercising, indulging in hobbies, or simply taking a moment to breathe and appreciate the beauty around me.
  3. Quality of Life: A stable work-life balance is not just about physical well-being, but also mental and emotional health. Remote work has granted me the space to avoid office distractions and truly focus. It has eliminated the unnecessary stressors, enabling me to produce better quality work and maintain a positive state of mind.

Work, while important, is not the entirety of life. No one, I believe, reaches the end of their journey wishing they had spent more hours at the office or in mundane meetings. I'm no slacker – my days are filled with 8-10 hours of concentrated work. But without the added burden of travel and preparation, I am left with ample personal time that once used to be eaten up by the 12-hour cycles of corporate life.

In addition, contrary to some beliefs, I've found that I'm more productive working from home. Tools like Zoom and Teams have revolutionized meetings, making them more focused and efficient. Gone are the days of wandering from one conference room to another or getting caught in impromptu chats that often veer off-topic.

Remote work has not just been a temporary shift for me; it’s a lifestyle choice, one that places emphasis on living as much as it does on working. And while the world navigates the post-pandemic reality, one thing is clear for me: I’ve tasted the freedom and quality of life that remote work offers, and there’s no turning back.


    The Overlooked Agile Topic: Psychological Safety

    The Overlooked Agile Topic: Psychological Safety

    Psychological safety is an essential aspect of Agile teams that is often overlooked, despite its significant impact on team performance and collaboration. This concept involves creating an environment where team members feel comfortable sharing their ideas, asking questions, and admitting mistakes without fear of judgment or retribution. This post will explore the importance of psychological safety in Agile teams and discuss why it is frequently disregarded.

    The Importance of Psychological Safety in Agile Teams

    1. Improved Collaboration and Communication

    Psychological safety promotes open communication and collaboration among team members. When individuals feel comfortable expressing their opinions and ideas, teams are more likely to achieve better outcomes. Moreover, psychological safety encourages team members to ask questions and provide feedback, which contributes to continuous improvement and learning.

    1. Fosters Innovation and Creativity

    Agile teams rely on innovation and creativity to adapt to changing environments and deliver high-quality products. Psychological safety encourages team members to take risks and experiment with new ideas, leading to improved problem-solving and innovation (Nembhard & Edmondson, 2006).

    1. Reduces Turnover and Increases Job Satisfaction

    A psychologically safe environment contributes to increased job satisfaction and reduced turnover rates. When team members feel respected and supported, they are more likely to stay with the organization and be engaged in their work.

    Why Psychological Safety is Often Overlooked

    1. Lack of Awareness

    Many organizations and team leaders are simply unaware of the concept of psychological safety and its importance in team performance. As a result, they might not prioritize creating a safe environment for their team members, leading to decreased performance and job satisfaction.

    1. Misplaced Priorities

    Some organizations and team leaders may prioritize short-term goals, such as meeting deadlines and reducing costs, over creating a psychologically safe environment. Unfortunately, this short-sighted approach can lead to long-term consequences, including reduced team effectiveness and increased turnover.

    1. Cultural Barriers

    In some organizations, hierarchical structures and power dynamics can create barriers to psychological safety. Team members may hesitate to speak up or admit mistakes for fear of retribution or judgment from their superiors. To foster psychological safety, organizations need to promote a culture that values openness, collaboration, and learning.


    Psychological safety is a critical component of high-performing Agile teams. It fosters collaboration, innovation, and job satisfaction, leading to better outcomes and reduced turnover. To create a psychologically safe environment, organizations and team leaders must prioritize open communication, encourage risk-taking, and promote a culture of continuous learning.


    Edmondson, A. (1999). Psychological Safety and Learning Behavior in Work Teams. Administrative Science Quarterly.

    Nembhard, I. M., & Edmondson, A. C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior.

    Edmondson, A. C., & Lei, Z. (2014). Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct. Annual Review of Organizational Psychology and Organizational Behavior. 

    The Challenges of Implementing Agile in Business Environments

    The Challenges of Implementing Agile in Business Environments

    The Challenges of Implementing Agile in Business Environments

    It is worth pondering the reasons behind the failure of some organizations in adopting agile methodologies successfully. Consider the following observations.

    Organizational Commitment to Cultural Change

    Primarily, the lack of unequivocal support from management for the cultural transformation demanded by agile practices often hinders the progress of teams. Agile methodologies are inherently reliant on embracing uncertainty and fostering innovation. Without steadfast commitment from senior leadership, there is a propensity for teams to regress to their conventional methods of operation.

    Adequacy of Training and Coaching

    Furthermore, the intricacy of agile processes necessitates extensive training and professional coaching. In the absence of these educational supports, teams are likely to encounter difficulties in adaptation, leading to a potential failure in the implementation of these methodologies.

    The Imperative of Communication and Collaboration

    Effective communication and collaboration are pivotal to the success of agile teams. Deficiencies in these areas can result in misunderstandings, project delays, and errors, which are detrimental to the agile process.

    Appropriate Utilization of Tools

    Moreover, while tools and systems designed to facilitate agile practices can be beneficial, an overreliance on them may be counterproductive. Agile methodologies emphasize human interactions over technological solutions. Hence, teams should prioritize fostering robust interpersonal relationships and honing their communication abilities.

    Flexibility and Adaptability

    Finally, it is crucial for teams to exhibit flexibility. The essence of agile is its adaptive nature, which allows for continuous improvement and responsiveness to change. A rigid adherence to predefined processes can impede a team's ability to adjust and evolve as required.


    In summary, the successful incorporation of agile methodologies is contingent upon complete organizational buy-in, sufficient training, clear and continuous communication, judicious use of facilitative tools, and the maintenance of adaptability within teams. Adhering to these principles will substantially increase the likelihood of realizing the benefits of agile practices.

    Applying the Stacey Model: When is Agile the Right Fit for your Project?

    Applying the Stacey Model: When is Agile the Right Fit for your Project?

    The Stacey model is a framework developed by Ralph Stacey that categorizes complex problems into four domains: simple, complicated, complex, and chaotic. The model considers the degree of certainty of the problem and the level of agreement on what needs to be done.

    • Simple: These are problems that are well-defined, with clear goals, and solutions that have been tried and tested before. There is a high level of certainty, and everyone agrees on what needs to be done. In this domain, traditional project management approaches work best.

    • Complicated: These are problems that require expertise, analysis, and multiple steps to solve. There is some level of uncertainty, but experts can agree on the approach. In this domain, traditional project management approaches can work, but some Agile principles such as iterative development and frequent feedback can also be useful.

    • Complex: These are problems that are unpredictable and have many interdependent factors. There is a high level of uncertainty, and no one knows the best solution. In this domain, Agile approaches such as Scrum and Kanban work best because they allow for experimentation and adaptation as the project progresses.

    • Chaotic: These are problems that are urgent, unpredictable, and require immediate action. There is no agreement on what needs to be done, and there is a high level of uncertainty. In this domain, Agile approaches that emphasize rapid experimentation and quick decision-making, such as Lean Startup, can be useful.

    The Stacey model recognizes that not all problems can be solved with the same approach. Each problem has unique characteristics and requires a different level of complexity and uncertainty to be addressed. In project management, it's important to understand the nature of the problem you are trying to solve to determine which approach will be the most effective.

    The simple and complicated domains are more straightforward and can be solved with traditional project management approaches that rely on proven methods and techniques. These domains require a clear understanding of the problem, the goals, and the steps required to achieve those goals. In these cases, a project manager can rely on techniques such as Waterfall or Six Sigma to plan, execute, and deliver the project.

    On the other hand, the complex and chaotic domains require a different approach. These domains are characterized by uncertainty, unpredictability, and a lack of clear agreement on the best course of action. In such cases, it's important to use Agile approaches that emphasize flexibility, experimentation, and adaptability. Agile methodologies such as Scrum, Kanban, and Lean Startup are designed to address complex and unpredictable problems by allowing teams to iterate, experiment, and learn as they progress.

    By using the Stacey model to categorize projects, organizations can select the most appropriate approach for each project. This can help teams achieve better outcomes by matching the approach to the problem at hand. Using the Stacey model can also help teams avoid using an overly rigid or inflexible approach to a problem that requires more experimentation and adaptability.

    In summary, the Stacey model provides a useful framework to categorize problems based on their level of complexity and uncertainty. By doing so, organizations can choose the most appropriate approach for each project, whether that be a traditional project management approach or an Agile approach.


    1. Stacey, R. D. (1993). Strategic management and organizational dynamics: The challenge of complexity. Pearson Education.

    2. Larman, C., & Vodde, B. (2010). Scaling lean & agile development: thinking and organizational tools for large-scale Scrum. Pearson Education.

    3. Schwaber, K. (2004). Agile project management with Scrum. Microsoft Press.

    4. Sutherland, J., & Schwaber, K. (2011). The Scrum guide.

    5. Highsmith, J. (2009). Agile project management: creating innovative products. Addison-Wesley Professional.



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