“What is your team’s mission?” I asked the team members in the room.
They recited their mission statement, verbatim.
“Great! What does it mean?” I asked again.
What followed was several different explanations about the team’s mission. And “Oh, I thought this meant…”, “Wait, wasn’t this supposed to be…”, “I don’t think that’s part of what we do…”, etc.
This wasn’t an isolated incident.
回顾过去半年来的教练历程，许多的发现与进展真是自己始料未及。
透过对话，让自己有机会从忙碌、混乱与焦虑中停下来整理思绪。 Richard 的提问，总是能让自己从不同的层次和角度重新厘清目前所面临及在意的议题，过程中不断地探索自己的想法，核对自己的价值观，找出真正重要的问题核心，并思考如何发生改变。
特别的是，探索与改变不只发生在教练对话的当下，也在生活日常中藉由自我对话而产生。
我的一位客户最近刚被委任为一个团队的领导者。他带领的不是一个全新的团队，而是他所属的机构进行重组后而得的一个团队。
既然不是新的团队，团员已经有现有的角色与职责，而且也有之前已经面对的问题与障碍。
客户的第一步是着手尝试厘清问题并找出解决方法。数周后，他仍然未厘清那些问题，更不用说解决它们。
上完三天 “教练工作坊” 课程，让我跃跃欲试，想要赶快把课堂所学用出来，可是尝试了一段时间，发现都觉得 “卡卡的” 。如何问好问题？如何在教练中聆听圣灵的声音？许多疑问不知道该找谁解答。
于是我跟神祷告希望可以更进一步学习。没想到，上帝真的赐下恩典，让 Richard 老师愿意教练我。于是开始了 12 堂的教练历程。
A client recently took over a team at work. It wasn’t a new team. The organisation went through some restructuring, and his boss asked him to lead this restructured team.
Since this wasn’t a new team, they already have existing roles and responsibilities, along with some problems and baggage.
My client’s first action was to try and sort through the problems and figure out ways to resolve them. Several weeks later, he was still at it, and the problems don’t seem to be nearing resolution.
Continue reading “So you’re now leading a team. What should you do next?”
