for Teams

InterActive Coaching™ for Teams

InterActive Coaching™ helps leaders develop the competencies for superior performance. Coaching involves the assessment of strengths and areas for development, based on the empirical measurement of Motives and the role-specific research data on superior performers in equivalent roles. BRG coaches help leaders analyze the motive demand of the situation and develop or strengthen the motive and practice that is most likely to produce successful outcomes.

In our team-oriented variation, a Burnham Rosen Group consultant works with the team leader to identify a key opportunity or challenge for the team and create a customized coaching plan, including group and individual coaching sessions. Our Team Coaching helps teams understand where they are and where they need to go in given situations using the InterActive Power language for understanding and reframing situations. This coaching begins with team members exploring their own understanding and framing of the situation by writing stories. The stories are coded by a master coder and submitted back to team members for re-writing and re-framing prior to the coaching session. A BRG consultant leads a group coaching session in which the team explores the opportunities and challenges inherent in divergent stories and creates a team story.

Resilience Coaching

Under typical situational demands, our neurochemistry cycles in a resilience zone. But in times of crisis, extreme situational demands produce a sustained threat state, causing diminished cognition, regression and depletion over time. BRG Resilience Coaching helps leaders learn and use the tools to break out of the threat response cycle and move from crisis to flourishing.

Development Reports

BRG Development Reports are comprehensive assessments that use empirically-derived motive analyses and behavioral event interviews to assess the individual leader against the competencies required for their particular role. The reports include competency strengths, areas for development and a comparison of the individual to the model for superior performance. Whether used on its own, or in combination with a 360 report or survey, the Development Report is used to create a development plan centered around a coaching program to reach specific development goals.

360° Reports

We believe that coachees benefit from explicit and concrete feedback from a range of people both in establishing their goals and in evaluating where they are now and where they need to go. Typically after a preliminary discussion with the coachee and the coachee’s manager(s) and HRBP, a list of people to (be interviewed is agreed upon, ranging from 6 to 15 people, including peers, the manager(s), direct reports, and occasionally customers.

Coaching sessions, the coachee’s individual motive profile and the one-on-one interviews are confidential to the individuals involved. This ensures that responses and discussion are as authentic and honest as possible. Only goal-setting and aggregate evaluations are directly shared with other individuals involved. After the interviews, the coach prepares a report which summarizes the following:

• What the interviewees believe the coachee’s goals in terms of his/her role should be and why.
• The interviewees’ perceptions of the coachee’s current competencies and strengths around accomplishing those goals.
• The interviewees’ perceptions of the coachee’s developmental needs in relation to those goals.

This process provides rich and specific data to the coachee – and the coach – both in the formulation of the goals and in identifying areas to work on to really improve performance. This report is shared with the coachee’s manager and the HR Business Partner directly.

360° Surveys

BRG also administers online surveys about leaders that are similar to the interview-based 360 reports in that we gather the views of the people who work with the leader on a regular basis. Those surveyed include: managers, direct reports, project reports, peers, internal clients, and external clients as applicable.

The online survey typically is composed of approximately 48 multiple-choice questions and can be completed in 10-20 minutes. Responses are aggregated in the report so as to not expose any individual’s response (except for their direct manager). The survey often includes an optional section at the end where respondents can make 1-2 paragraph comments about what the leader does well; what they could do differently; and specific suggestions for their development. Those responses are similarly anonymized.

Compared to 360 interviews, the brevity of the online survey is both an attribute and a limitation. On the one hand, the views of a larger group of people can be gathered relatively easily. Because the survey can be completed at any time, scheduling a busy leader for an interview is not a factor. On the other hand, no online survey can explore questions or development areas to the depths possible in an interview.

Because the survey uses a consistent set of questions, it provides data that enables comparisons between different relationship groups (peers vs direct reports, for example) as well as comparisons between leaders and their organization or org units. However, like other BRG offerings, such comparisons are used to identify development areas – and not to simplistically rate leaders. Because the survey results are likely to create areas for further discussion and development, the survey is best used in combination with 360 interviews and a commitment to coaching and development.

Creating Team Focus for Optimum Team Engagement           

This one day customized workshop helps teams forge a purpose which imbues the group’s work with meaning for individuals and the team as a whole. This purpose serves as a template for strategic direction against which an organization can measure progress, identify priorities, hold the complexity of the work for better risk and opportunity management, most effectively leverage the group expertise by returning authority, and create organizational momentum around direction. Customized materials are created based on an interview with the leader (or leadership team) and after the session, your Burnham Rosen Group consultant and the leader (or leadership team) meet for a one-hour debrief.

Creating A Purpose Driven Organization Culture 

This one day customized workshop is a variant of Creating Team Focus but adds the element of Organization Culture to enable the groups to draft a plan to identify the desired culture, identify current blocks to achieving it, and plan how to reduce or eliminate them. This workshop also incorporates the InterActive Leadership Propensity Questionnaire™ to enable participants to see how their values interact with their present culture and their desired culture. Customized materials are created based on an interview with the leader (or leadership team) and after the session, your Burnham Rosen Group consultant and the leader (or leadership team) meet for a one-hour debrief.

Organizational Culture Survey™

The Organizational Culture Survey, or OCS, gives leaders a way to take the organizational “temperature” of those they lead in order to measure progress and target improvement. It benchmarks a team’s, a division’s, or an entire organization’s culture against those created by top performers in some of the world’s most successful corporations. The result helps leaders hone in on their specific strengths as well as the key areas they need to work on and, since the OCS is a leading indicator of performance, which areas most require focus in order to improve the results their teams achieve. We follow up with individual or team coaching to create a plan to institute change.

Impact and Performance: Leveraging our Impact for Success

This one day customized workshop is a follow-up to an Organizational Culture Survey™. A Burnham Rosen Group consultant will analyze the team’s motive profile in conjunction with feedback from the Organizational Culture Survey of the individuals and the team as a whole. Your consultant will then work with the leader to create a plan to address the gap between average and superior performance in the feedback and to move forward on core competencies and deliverables for the team. Additional coaching time, post-course, will be spent with the leader to consolidate the outcome of the customized meeting.