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Criteria for the approval of an Assessment Quality Partner

The QCTO will appoint an entity as an assessment quality partner only if it is satisfied that the entity has: i.      The necessary expertise, experience and standing in relation to the occupational qualifications or foundational learning for which the assessment quality partner is appointed; and ii.      the resources necessary to perform its functions In terms of clause of the QCTO Delegation Policy, 22 June 2011 the criteria have been defined in detail as follows: i.     be  recommended  to  the  QCTO  by  the  relevant      DQP  during  the occupational                           development  process at a point  when they submit  an occupational profile. Possible evidence: letter of recommendation from [...]

Team Coaching

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As ETD practitioners you might have to coach a team of learners. As a team leader, you know that leadership encompasses more than sitting at the head of the group’s table.

You serve as its coach, and as such you are responsible for:

 Ensuring that the group has the right team players.
 Creating operating ground rules or guidelines.
 Developing a shared sense of purpose in the form of a mission statement.
 Translating that mission into goals and objectives.
 Enhancing problem storming and brainstorming.
 Facilitating teamwork.
 Establishing communication channels within the team and outside the team with other groups and operating areas.
 Determining the resources needed and providing these or communicating the need for them to the team’s mentor or sponsor.

These tasks draw on five critical coaching skills of team leaders:

Setting direction. The team has to have a clear sense of purpose, and seeing that the group has this depends on the ability of the team leader to clarify the scope, or business purpose, of the team effort. From the first day the group meets through its ongoing progress, the team leader, in his or her coaching role, has to see that the team has a clear sense of course and that it makes course corrections when these are called for. Likewise, the team coach must see that team members are oriented to the roles they will play within the team structure.

Summarizing. The leader should summarize others’ remarks, not only orally during meetings but in meeting minutes as well. Perhaps even more important, the team leader has to be able to summarize team progress at each milestone and bring together group thinking about the next steps toward achievement of the group’s goal.

Facilitating. The leader must have the ability to maintain an exchange of different viewpoints without allowing dissension to destroy the team spirit that is so important to achieving the final mission.

For an effective team, the leader as coach also will be bringing together individuals with different experiences and backgrounds, and thus will need the ability to manage the diversity well without using his leadership position to control the group.

Organizing. The team leader is the team’s administrator, which means that he/she is accountable for members receiving handouts and agendas ahead of the meetings, receiving minutes within a few days of a meeting, and monitoring completion of work assignments, not to mention assembling a group of individuals who bring the skills the team will need to accomplish its purpose.

Developing. Finally, you have to teach others the skills they will need to work together as a team.

The importance of these skills becomes more evident as you look at the four coaching roles that you will play during the life of the team: as team visionary, administrator, facilitator, and instructor.

You will perform the first two of these roles even before the first meeting of the team and all four throughout the life of a team.