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Team Coaching Success: Improving Observable and Measurable Impact

Team Coaching Success: Improving Observable and Measurable Impact

Team Coaching is fundamentally an individual and collective process of learning and change, and as such, team coaches should have a clearly articulated “theory of change” that underlies their Team Coaching approach. Throughout the years with my Team Coaching clients, I have witnessed team members struggling at the beginning with systems thinking skills when asked to draw a picture in their mind of their working systems. I know the feeling, as most of us baby boomers/Gen Xers in the Western world have been (conventionally) educated and conditioned into thinking linearly, step-by-step in a continuous piecemeal approach and bringing with it a scientific one-truth avenue. The temptation is to look for facts rather than allowing patterns to emerge. Being a Frenchman, Descartes initiated a bit of this, and I should know a thing or two about the Cartesian dualism mentality because the French educational system is still overwhelmingly based on this mental construct. Nevertheless, this “mental map” has its benefits such as PMO, striving to standardize and introduce economies of repetition in the execution of projects with its deadlines, implementing and executing task-orientated work. However, in order to navigate the complexity of this VUCA world and its “wicked problems,” it is difficult to adapt to the rigidity, certainty and predetermined linear outcomes, as uncertainty is the new norm. My twelve years in the trenches designing and delivering team coaching programs have led me to conclude that the AQAL Integral Framework developed by Ken Wilber and the Integral Institute is, by far, the most precise map currently available for my “articulated” theory of change within a team coaching context. AQAL itself stands for “All Quadrants, all Levels,” which is short for “All Quadrants, all Levels, all Lines, all States and all Types,” which are the five dimensions or elements that Wilber uses to define reality. The AQAL map ensures that you are utilizing the full range of resources for any situation, with the greater likelihood of success because ALL experiences have both interior and exterior components in singular and collective forms. It’s a 5D multidimensional integral way of looking at reality, and as coaching practitioners, we can use this at different levels. For the simplicity of this article, we will map a change journey from a quadrant perspective using team coaching and the collective as a unit in the center of the diagram: Exercise evaluating impacts in team coaching using the AQAL model: Think of a recent team coaching client and imagine yourself walking into the first (UL) Individual-Interior quadrant of your client and circling right (UR) Individual – Exterior and back to bottom (LL) Collective – Interior and finally (LR) Collective Exterior, mapping this as a unit for the collective: As you enter each quadrant see, feel, sense yourself addressing the coaching alliance from each perspective: What are the individual patterns of competing commitments of the collective (UL)? What do you sense as their common individual beliefs/perceptions and as a collective unit? What would improve the collective emotional DNA of the team? What leadership competencies (i.e., managing conflict) have you established in the team coaching agreement (UR)? What are the key strategic activities that the team needs to allocate to individual team members? What is the purpose and desired values/operating principles of this team (LL)? What is the informal power structure and politics within the team? What rhythm does the team have? What are the interdependent measurable KPIs objectives as a collective (LR)? What are the key strategic goals that the team needs to own as a whole? What is your preferred team coaching quadrant? Do you always start with the (UL) – Individual Interior world of the team leader? Do you spend most of your time on the (UR) focusing on the “what” of team performance? Or, do you prefer to coach on the “how” of team process (LL)? Or, work on the team structure and design (LR)? As learning capability is critical to teaming and a big part of the role of team coaching is to accelerate learning, I find this change journey mapping a useful exercise in setting anchor points, co-creating the relationship and establishing the coaching agreement with my team clients. You cannot understand the experience of your client and fully facilitate learning and results through the lens of any other quadrant, and each unhealthy quadrant will have an impact on the other three as per the example below: In conclusion, one of the key set of capabilities of a team coach is to diagnose the collective team culture and dynamics and systemic patterns while feeding back in ways that create new insights and mindset shift in the team. The AQAL map is just one tool that helps you enhance your systemic capabilities and can be used to diagnose, contract (setting the foundation) and facilitate learning and results with your client team. #SystemThinking #TeamCoaching #AQALModel

Free Assessment Report on Your Organizational Capacity to Meet Your Ambitious Scaling Milestones

Free Assessment Report on Your Organizational Capacity to Meet Your Ambitious Scaling Milestones

Today our times will be marked by how we navigate unprecedented complexity. This new VUCA (Volatility, Uncertainty, Complexity and Ambiguity) amplified context, with its pace of change and spaghetti bowl of problems to solve, requires new leadership capacity to prevent stagnation and leading effectively. Navigating through the continuum of the unknown/uncertainty as oppose to the known/certainty old paradigm becomes a must-have to scale the business model and its associated unit economics.

Check out our latest assessment with a FREE report on: How to rapidly increase your organizational capacity to meet your ambitious scaling milestones. You will receive a pdf report and optional 30 minutes FREE no-obligation consultation call. Looking forward to our eCoffee! From your gap score, you can have what you want and overcome these obstacles if you upshift your organization’s capacity in four dimensions simultaneously. #AQALModel #Change #StrategicAlignment

Improve Group Problem Solving and Enhance Business Innovation

Improve Group Problem Solving and Enhance Business Innovation

Lego Serious Play We are introducing a team facilitation tool that you will find hopefully fresh and interesting. If you are looking for a progressive; innovative; fun; right brain; creative; transformational; result-oriented facilitation day blended with coaching for your next leadership retreat then Contact Us about Lego Serious Play. Lego Serious Play is a powerful tool designed to enhance innovation and business performance. Innovation is a tool that every organization needs to improve on over the years in order to improve their business performance. Challenges in the work environment are becoming more prominent with the need for growth enhancement due to the fast pace of technology. This calls for unusual approaches to meet these issues in order to enable employees to think outside of the box and enhance innovation. Lego Serious Play does exactly this; allowing employees to communicate on a more open-minded level thus increasing better team dynamics. Breaking down professional barriers and allowing employees to respond in a more informal and natural approach encourages creativity to grow within a group. Lego is often a childhood nostalgia for many people and will stimulate memories of creativity from the past. This will, in turn, inspire employees to think outside the box just like they did as a child. Therefore, enables problem-solving to be more fun as well as motivating for an individual to produce authentic ideas. This kind of thinking is what creates a competitive advantage in an organization; the chance for employees to let loose and contribute more to solutions. Lego Play not only enhances creative solutions for daily challenges that are faced in the work environment but also creates a feeling of a whole team. This dynamic allows for strengthening employee relations and therefore increasing business performance. We can organise Lego Serious Play facilitation days for teams and groups starting from half-day sessions. Unleash your creativity and get in touch with us today to discover what's possible! #Innovation #TeamCoaching

The Invisible Backpack: Coaching the CEO Within to Unlock Your Leadership Potential

The Invisible Backpack: Coaching the CEO Within to Unlock Your Leadership Potential

As a leadership development coach, I often work with executives at various levels, focusing on honing their leadership capabilities to create a tangible impact on their teams and the organization. Usually, these high-achieving, ambitious leaders are crucial cogs in the bigger system, driving business strategy and transformation. Sometimes the coach-client system will hit a ceiling with always ‘doing more with less’ within the realm of performance coaching. There comes a point where we need to delve deeper, beyond the observable and into the “invisible” — the leader’s inner landscape. This shift takes us into the realm of Executive Mindset Coaching or vertical development cliché of raising one’s level of consciousness. Here, the focus is on developing the self-awareness that is the bedrock of effective leadership. One of the most challenging yet rewarding aspects of this coaching is revealing the leader’s “unconscious woundedness.” Challenging Assumptions, Unearthing Potential This process involves questioning the leader’s existing frameworks, assumptions, and perspectives about their impact. We move beyond the standard 360-degree feedback and delve into the “why” behind their actions. We explore and challenge their belief systems, conditioning from childhood, and ingrained patterns of thinking. This is truly transformative work, as it unlocks a deeper level of self-awareness that traditional transactional coaching may not reach. The Liberating Act: Coaching the Chiron Within This exploration of the leader’s “mental constructs” is what I call the most liberating act in the coaching process. It allows leaders to break free from self-limiting patterns and unleash their true potential. However, this is also one of the most challenging skills for a coach to master. We are venturing into the intangible — the leadership mindset that shapes the organization’s success. The Wounded Healer: A Metaphor for Growth Many leaders, unknowingly, carry emotional baggage from past experiences. This “wounded self” can manifest as self-doubt, fear of failure, a relentless drive to prove yourself, a struggle to delegate or the need for constant validation. Imagine carrying an invisible backpack filled with childhood experiences, both positive and negative. Some might hold trophies and praise, while others might harbour the weight of unmet expectations or parental disapproval. These experiences shape our self-perception and leadership style, often unconsciously. Take, for example, a startup CEO I recently coached. He exuded confidence, yet struggled to delegate, micromanaging his team. Through coaching, we discovered a childhood marked by a critical father who instilled a fear of failure. This fear manifested as the need for absolute control, hindering trust in his team. Interestingly, this scenario resonates with the archetype of Chiron in Greek mythology as per the pic above generated by generative AI. Chiron, the centaur, was a skilled healer despite his own incurable wound. He embodied the concept of the “wounded healer,” using his own experiences to guide and heal others. Similarly, as coaches, we guide leaders through their “wounds” to unlock their wisdom and leadership potential. The Power of Coaching: A Systemic Lens This is where leadership development coaching comes in. Imagine a trusted guide, a coach who utilizes a “systemic lens.” They see beyond the immediate issue and delve into the family dynamics that might have shaped your leadership style. Unpacking the Parental Wound Let’s revisit the Startup CEO. Through coaching, he might discover how his father’s constant criticism fuelled his need for external validation. This “parental wound” became a driving force, propelling him to success, but also hindering his ability to trust himself and delegate effectively. The Key to Transformation: Healing the Wound By acknowledging and working through these inner wounds, leaders can transform. They can move from patterns that limit them to a place of self-awareness and strength. This, in turn, fosters a more supportive and collaborative environment within the organization. The Takeaway: Coaching Beyond the Surface and it’s Not for the Weak😊 Leadership development coaching goes beyond the technical skills and capabilities. It’s about unlocking the leader’s full potential by addressing the “invisible” — the inner landscape that shapes their impact. This journey of healing the “wounded self” can be the key to unleashing a leader’s true power and driving organizational transformation. By embracing the wisdom within, leaders can become the Chirons of their organizations, leading with purpose and creating lasting positive change. Are you ready to heal your leadership wound and write your next chapter? ➡ Connect with us for a free coaching chemistry session: https://www.systemscoaching.co.uk/ ➡ Download our Free eBook “How to Unlock Successful Scale-Up growth” #EICPartners #EUeic #innovation #startups #enablingtechnologies #learninginprogress #learningculture #learningstrategy PS: for the astrologers here, we’ll experience a New Moon Total Solar Eclipse in Aries, tightly conjunct Chiron and the North Node (19°23 Aries) on April 8th, which triggered this article as it’s a power day when it comes to our healing journey.

Startup Strain: Understanding the Weight on Founder Shoulders

Startup Strain: Understanding the Weight on Founder Shoulders

In the startup world, founder burnout is a significant yet often overlooked issue. From my experience as a business coach, it stems from prolonged work stressors, leading to emotional exhaustion, cynicism, and reduced efficacy. Despite the glorification of successful entrepreneurs, the struggles of those who fail due to factors like team or co-founders misalignment and funding shortages are rarely addressed. As a professional (ICF) business coach, I’ve observed this chronic exhaustion firsthand. Startup narratives focus on funds raised and entrepreneurial resilience, but seldom highlight lessons from post-burnout founders. This masks the reality of startup stress, creating a need for more open conversations about founder wellbeing. I’m not a therapist or subject matter expert in the mental health field, however with thousands of hours behind me as a professional credentialed coach, working in the startup and F500 ecosystem, I admire the resilience and grit of my startup clients and have also observed this state of chronic emotional exhaustion resulting from prolonged exposure to stressors at work. I can recall the number of Startup conferences I’ve attended, where the spotlight is on how much funds (i.e. seed/series A) startups raised and the resilience/grit of serial entrepreneurs, however we seldom see post-burn-out founders on stage with lessons learned. Founders mask their stress, and their ideal role is to make people dream. A **Startup Snapshot 2023 survey indicated that 44 percent of founders reported very high levels of stress, 37 percent faced anxiety, 36 percent experienced burnout, and 13 percent battled depression with only 23% going to a therapist or a coach. I coach some of the most innovative startups in Europe but in terms of support, founders are stuck in 20th century technology due to the dark side of the ecosystem. The relentless pace, the weight of decision-making, and the emotional toll of leading a company can lead to exhaustion, impacting not just the individual but the entire organization and personal life. I was struck by Sifted’s latest article on this in the trend in 2024 and founders’ resignation. For me one of the biggest sources of burnout comes from investors and the shadow side of the entrepreneurial ecosystem — the greediness and tension on the financial side as LPs/VCs need a return leading to startups doing more ‘build big and sell it big’; the ability to fundraise from the CEO/founder constantly selling its technology against the odds and the pressure cooker of the struggle for support. Where can I get support if I’m feeling overwhelmed, drained, and unable to cope with daily responsibilities? With whom to trust and share my emotional state without being perceived as weak or a failure? Startups often face pressure from investors to achieve rapid growth and scale quickly. While this pressure can drive innovation and progress from IPOs and acquisitions, it can also lead to burnout among founders and employees as they work tirelessly to meet investor expectations. Burnout is a complex condition that stems from chronic workplace stress that hasn’t been successfully managed. It’s characterized by feelings of energy depletion, increased mental distance from one’s job, and reduced professional efficacy. As a professional coach bound by *ethical standards and knowing when to refer a client to therapy, the loss of perspective and brain fog, leading to loss of clarity of thought and struggle with decision-making is the most common characteristics I’ve experienced with clients and (myself). Professional coaching and running a company can be brutal if we do not seek self-care ourselves😊 Apart from founders struggling for support there is also a miss-conception in my profession where burnout coaching is not our domain and only therapy work. As professional leadership coaches we should know when to refer a client and I feel adequate to support a leader in prevention mode. There is a lot written about strategies for startup founders to tackle burnout in the startup ecosystem. It emphasizes the importance of fostering a culture that values work-life balance, delegating tasks effectively, seeking support from mentors or peers, and being willing to ask for help when needed. → What is your flexibility? As a business coach, addressing burnout involves a customized approach tailored to each founder’s specific circumstances. This may involve evaluating the sources of stress and setting realistic goals through “soft action learning” to facilitate growth. Additionally, addressing conflicting values and priorities is crucial, as many founders’ experience burnout due to compromising their values or neglecting personal life for work. → How would you rate your internal compass? Setting boundaries is also emphasized, helping founders define what is acceptable and non-allowable in order to protect their well-being. Boundaries define limits, mark off dividing lines. The purpose of a boundary is to make clear separations between different turf, different territory. . . . and to protect and take care of ourselves. → What is your concept of boundaries? I can also provide perspective and insight, offering an outside view to identify patterns and provide valuable insights not easily discernible from within the startup’s day-to-day operations. → What is your pattern recognition? Furthermore, stress management techniques and decision-making frameworks are essential tools that coaches can provide to help founders effectively manage stress and navigate critical decisions. Leadership development is another key aspect, with coaches assisting founders in honing communication skills, conflict resolution, and team motivation strategies. In summary, the role of a business coach in tackling burnout involves a multifaceted approach encompassing evaluation, values work, boundary-setting, perspective, stress management, decision-making, and leadership development to support startup founders in maintaining their well-being and effectively leading their companies. CEO/founders’ burnout is a serious issue that needs our attention. By acknowledging its existence and implementing these strategies, we can create a healthier, more sustainable startup ecosystem. Recognizing these signs early can help in taking preventative measures and seeking appropriate support. ** https://startup-snapshot.com/ *ICF Code of ethics: https://coachingfederation.org/ethics/code-of-ethics ➡ Connect with us for a free coaching chemistry session: https://www.systemscoaching.co.uk/ ➡ Download our Free eBook “How to Unlock Successful Scale-Up growth” 🤝 BC Team Coaching is one of the #EICPartners!💡Accelerate your learning in order to scaleup with our service catalogue #businesscoaching services. You will find us under the #coaching & mentoring category and EIC Accelerator project stage. 🚀 #EICPartners is a community of limited European organisations that provide business services to Key Innovation Leaders bringing #deeptech technologies to the market with high growth potential worldwide. #EICPartners #EUeic #innovation #startups #enablingtechnologies #learninginprogress #learningculture #learningstrategy

How to beat the forgetting curve of Subject Matter Expert consultation with business coaching?

How to beat the forgetting curve of Subject Matter Expert consultation with business coaching?

Think back to the last webinar on the Go2market strategy or how to improve your execution capacity with your peers; your last mentoring session initiated from the latest 'serial entrepreneur' joining your advisory board ‘who’s been there and done that’, the last entrepreneurial online learning course you attended; all those recent startup / leadership podcasts you listened to during your lunch break as that guilt moved up an inch:))😂   → Of what you listened, understood, and learned; how much do you think you retained after 24 hours, 48 hours? And how about after the first week? The forgetting curve shows us how quickly information we learn is lost over time when no effort is made to retain it. I see this often at the start of new coaching engagements with my corporate or startup clients – how do we define the responsibility and accountability of monitoring and tracking goals in-between coaching sessions? What structure are we going to use to capture the insights and follow-up actions? Whose role is it – The learner/coachee? The coach? A collaboration of both? And to complicate matters, each client has their own working style signature such as structured-unstructured learning; formal-casual; directive-non-directive; facts-people focused; …. As the Chinese Proverb, Confucius said, “I hear I forget, I see I remember, I do I understand.” One way to overcome the challenge of the forgetting curve is through professional coaching and its Active Experimentation phase, one of the most critical learning phases in the arc of engagement in terms of business / personal results. It encompasses the competency of cultivating learning growth by facilitating the client growth, as coaching as a learning channel is highly experiential. We define this as Action learning, an experiential learning method in which learners learn by doing and then reflecting on what they have done. Effective leadership development is situated in the context of real work. This is where concrete experience in experiential learning happens. It’s the phase that helps learning “stick” and shows learners where their knowledge gaps are. This phenomenon of application exposing blind spots is known as The Illusion of Explanatory Depth . – what are your learning biases? So how do you learn? What is your preferred learning style? By that, I mean how do you measure the acquisition and integration of your entrepreneurial journey, your organisational learning or other?  Do you observe and do? Or read/watch/reflect and act? 🤷‍♂️ Because founders’ rarely learn something after a single ‘download’ exposure such as a sprint on securing your leading investor workshop, it’s vital that entrepreneurial programmes ditch the “one and done” approach to startup training and adopt a more process-focused approach. Learning is a process and beating the forgetting curve requires a holistic approach to learning and development.   One of the best ways to integrate learning is to increase your reflective practice, to slow down and reflect on the experience. Reflection can occur in an unstructured and independent way by encouraging learners to spend time thinking alone, in a structured and independent way using journaling about an experience, or in a structured and social way through coaching or debriefing peer discussion groups. For me as a professional coach it usually happens in peer supervision or listening to client recordings with a MCC mentor coach / ICF assessor. Latest business coaching *research on “follow-up sessions homework” shows us that the positioning of the homework by the coach, including the terminology used to describe the activity, and the type of work can affect the level of engagement and thus the perceived value generated. For example, working with client founders we use online structures to track and monitor coaching goals progress on stakeholder mapping and alignment, cross-functional influencing skills without power, team effectiveness, difficult feedback skills with performance, improving customer satisfaction …etc so when the client is making progress towards their goals, it can increase their self-efficacy and lead to greater motivation to continue or making progress towards these goals, it can also create a sense of achievement and increase client motivation to continue working towards them...etc. Action learning uses an organisation's complex challenges as the focal point for the coachee/learner's development. While the coachee learns, they build their management team and deliver business results. In your next peer cohort or individual session, what about complimenting your learning and engaging through a process of follow-up actions by experimenting and agreeing on the mutual accountability to affect the level of engagement and thus the perceived value generated? #EICPartners #EUeic #innovation #startups:  https://partnerservices.eismea.eu/partner/bc-team-coaching-ltd * Hands up for homework: exploring inter-sessional activities in coaching (Jonathan Passmore, Claudia Day, Qing Wang)

Le Leadership : Pilier Mesurable et Déterminant des Performances Entrepreneuriales

Le Leadership : Pilier Mesurable et Déterminant des Performances Entrepreneuriales

Les performances d'une startup sont le fruit de multiples paramètres incluant le produit ou services, le contexte du marché, le niveau d'innovation, la compétitivité et bien d'autres...bref le cycle de l'adéquation produit-marché. " Une start-up est une organisation temporaire conçue pour rechercher un modèle économique reproductible et évolutif " Steve Blank Toutefois, parmi cette pléthore de variables, le leadership se distingue comme l'une des composantes les plus déterminantes et quantifiables, en opposition à une conception courante qui sous-estime sa mesurabilité ou son impact. En général, l e leadership exerce une influence significative sur les résultats d'une entreprise. Il englobe la capacité à guider, motiver et mobiliser les équipes vers l'atteinte des objectifs fixés. La recherche indique que le leadership a un impact de 10 à 15 % sur la performance financière et un impact de 25 à 30 % sur la valorisation boursière d'une startup. Contrairement à une croyance populaire, la qualité et l'efficacité du leadership peuvent être appréhendées avec une précision notable. Des indicateurs tels que la performance globale de l'entreprise avec son cycle de croissance, la satisfaction des employés, le taux de rétention du personnel et la gestion des crises (c.-à-d. conception - développement - commercialisation) sont autant de mesures tangibles qui révèlent l'impact du leadership sur l'organisation. En outre, les approches modernes de gestion ont développé des outils pour évaluer et améliorer les compétences de leadership. Les évaluations à 360 degrés, les enquêtes de climat organisationnel et les retours d'expérience des employés offrent des perspectives multidimensionnelles sur la qualité du leadership. Les entreprises proactives investissent dans l'apprentissage comme la formation continue des leaders (i.e. coaching de cadres) et l'encouragement de pratiques de leadership éthiques et adaptatives pour optimiser leur impact positif. Chez BC Team Coaching, nous apprécions l'apprentissage car nous croyons que l'efficacité de l'apprentissage organisationnel est l'avantage concurrentiel le plus important pour toutes les organisations et, comme les environnements organisationnels changent plus rapidement, le taux d'apprentissage doit augmenter. Il est donc vital de reconnaître que la qualité du leadership peut être un prédicteur crucial des performances de l'entreprise. Les entreprises qui intègrent une évaluation régulière et objective du leadership peuvent ajuster leurs stratégies en conséquence, garantissant ainsi une direction solide, inspirante et capable de naviguer efficacement dans un environnement en constante évolution. En somme, bien que de nombreux éléments contribuent aux résultats d'une startup, le leadership émerge comme un facteur déterminant et quantifiable. Sa capacité à influencer positivement la performance globale de l'organisation, combinée aux méthodes modernes d'évaluation et d'amélioration, souligne son rôle crucial. Loin d'être une notion abstraite, la qualité du leadership s'affirme comme un pilier prévisible et essentiel pour le succès et la pérennité des entreprises. "il n'y a pas d'apprentissage dans la zone de confort et pas de confort dans la zone d'apprentissage". Consultation gratuite - Obtenez 30 mns de consultation gratuitement. Notre facteur de différenciation provient de nos services intégrés de coaching en leadership d'entreprise offrant aux clients une approche unique et éprouvée de la conscience de soi, du développement du leadership et de la dynamique d'équipe. Notre méthodologie de coaching entrepreneurial basée sur la réflexion nous permet de libérer le plein potentiel des startups plutôt que de compter sur la consultation d'experts. "La culture mange la stratégie pour le petit-déjeuner et les opérations pour le dîner - les entreprises à forte culture réalisent un rendement total pour les actionnaires trois fois plus élevé"

Unlocking entrepreneurial potential, one conversation at a time

Unlocking entrepreneurial potential, one conversation at a time

A question I often get during chemistry sessions from Startup CEOs is “what’s different about coaching compared to mentoring or workshop training?” This question usually comes from the legacy of accelerators and incubators where the main learning channel is mentoring with a predominant subject matter expert consultation. Business coaching is not mentoring. The focus of coaching is about improving performance, in this regard executive (business) coaching is closer to sports coaching. As a result, a key feature of coaching is behaviour, supported by cognition and motivation. After all, the pillars of academia research in coaching emanates from concepts of self-efficacy, goal-setting theories, positive psychology…etc. Such as when a client (coachee) is making progress towards their goals, it can increase their self-efficacy and lead to greater motivation to continue or making progress towards these goals, it can also create a sense of achievement and increase client motivation to continue working towards them…etc. Mentoring as a learning channel whilst having similarities with coaching is different. A mentor has experience in a specific field and imparts specific knowledge and acts as an adviser, a guide — as the role of the coach is not to advise. Anytime we have the mindset of expert, mentor or trainer, we are in the power position in the client-relationship. At BC Team Coaching, one of our main approaches is Transformational Coaching, a comprehensive and holistic approach to scaling up a startup for example, considering the individual, team, and organizational factors that impact growth. Potential of Transformational coaching can be identified at those three levels: (L1) The founder and his leadership behaviours, beliefs, and beings (Inner-Outer Selves). (L2) The startup operational system, structure and processes improving its go2market strategy, business model and investor readiness level (IRL). (L3) The broader innovation ecosystem When applied to scaling, this approach can help to shed light on the interconnection of all the different aspects of a startup, and how they work together to support better alignment, increased engagement or make better informed decisions that impact the entire organization (see our landing eBook page: https://www.systemscoaching.co.uk/ or Amazon Kindle ) By considering the interactions between different parts of the organization, we can help our clients identify patterns and underlying issues that may be contributing to problems and develop strategies to address them. This approach can also lead to more sustainable change, as it addresses the root causes of problems rather than just symptoms. At (L2) , one of the foundational premises of BC Team Coaching is that most Series A/BRL 6–7 startups lack one or more essential parts; once that part has been identified and infused into the organization, it will flourish. If the coach is expected to be a Subject Matter Expert on anything other than the application of coaching skills, the client may be wanting a mentor, consultant or benefit from training/courses. This may be so if someone wants to increase their technical knowledge or expertise. Currently, due to the global venture capital trends from seed stage companies attempting to get funding, we pivoted to a hybrid learning model — mentoring needs on Business Development Structure, Business Growth Models, KPI / OKRs dashboard, Inter-departmental Planning, facilitating a Management Team or Meeting Structure …this directive approach can be more efficient in certain situations where financial runway timing is of the essence or the executive lacks the knowledge or skills to solve the problem on their own. It can also be helpful if the executive is not interested in learning the skill or doesn’t have the time to invest in learning it. Startup clients often think they want someone who knows their industry, or has expertise in something they want to learn, and I understand there’s a level of comfort with that mindset. However, with (L1) Transformational coaching (i.e. founder and his leadership behaviours and beliefs (Inner-Outer Selves*): How do you mentor the greediness in the ecosystem that we witnessed with all the latest Fake it till you Make it lack of integrity scandals (i.e. FTX Sam B/Elizabeth Holmes..etc)? How do you mentor the CEO’s vision of building a unicorn (build them big and sell them big SV mindset) where the underlying issue can be an unconscious dream for the CEO’s inner child to get their parent’s acknowledgement finally? This is where coaching plays its role with the personalized guidance of the coach working on mental models, vertical learning such as beliefs systems (i.e., imposter syndrome, fear of failure) or value-based leadership — the inner-outer selves of the client. In this case, the Entrepreneurial Coaching with its reflection and action-based learning methodologies as opposed to the Expert-Consultation side of Mentoring is more impactful as a learning methodology. Coaches help individuals find their own solutions with an objective perspective on strengths and weaknesses for improvement, rather than offering them subjective advice or opinions. The best lessons in leadership come from observing, talking with, and getting feedback from others. Our approach is rooted in action-based learning and focuses on the transfer of knowledge and skills from the coaching sessions to the actual work environment. This helps businesses bridge the gap between theory and practice, making their learning more effective and leading to tangible results. From these different levels, each startup learning needs are unique so both mentor and coach can play a valuable role in helping people to grow and develop, but their approach, focus, and perspective can be different. Reflect on what type of coach or mentor you’re looking for and most of the time, from my experience, a hybrid approach from a Professional Accredited Coach and experienced mentoring will yield the most positive results. Notes: *The Power of Coaching and Neuroscience
"Coupling these two provides a deep impact emphasis of self-awareness about how one’s brain is wired to process information, learn and create habits while simultaneously using that awareness to dismantle self-limiting beliefs, doubts, anxieties, narrow perspectives and biases. This enables a new road map to be created that will form positive habits, thoughts, perspectives and actions."
https://www.forbes.com/sites/forbescoachescouncil/2021/02/17/seven-ways-neuroscience-based-coaching-can-give-you-the-edge-in-2021/?sh=7f4a8ae8242e

Scaling Up Your Startup: Strategies and Tips for Overcoming the Challenges of Growth

Scaling Up Your Startup: Strategies and Tips for Overcoming the Challenges of Growth

Integral Leadership Coaching for Scaling Start-Up Growth: An Integrative and Systemic Approach to Change The AQAL framework developed by Ken Wilber and colleagues, provides a holistic and integrative approach to understanding the interconnection of all the different aspects of a start-up, and how they work together to support growth and success. By considering each of the four AQAL quadrants, the CEO can make informed decisions and effectively manage all aspects of the start-up, leading to successful scaling. As a systems business coach, AQAL coaching provides a comprehensive and holistic approach to scaling a start-up, taking into account the individual, team, and organizational factors that impact growth. Entrepreneurial coaching is reflection- and action-based learning method in entrepreneurial education as opposed to the expert-consultation side of mentoring. From my perspective, we add more value because we provide personalized guidance, encouragement, and support helping our clients reaching their goals rather than offering them subjective advice or opinions. When applied to scaling a start-up, the AQAL model considers four crucial quadrants - the interior individual of the CEO (or senior executive), the exterior individual leadership competencies of the CEO, the interior collective senior team dynamics, and the exterior collective go-to-market and operational systems. By considering each of these quadrants and their interconnection, the CEO can effectively lead the start-up towards growth and success through an integrative and systemic approach. The four AQAL quadrants - the interior individual (I), the exterior individual (IT), the interior collective (WE), and the exterior collective (ITS) - all play a crucial role in the scaling of a start-up. Each quadrant represents a different aspect of the start-up, and each must be considered and managed effectively for the start-up to scale successfully. In this article, we’ll give a brief introduction to the model based on our free downloadable eBook : How to Unlock Successful Scale-up Growth? It’s based on 15+ years of experience as a professional executive coach, coaching early series A-SMEs across Europe working with Executive teams crossing the Death Valley. The interior individual quadrant represents the inner-self, subjective, internal experience, such as values, beliefs, and motivations. This can impact the direction and decisions a founder make for the start-up, and ultimately, the start-up's success. It's important for the CEO founder to have a clear sense of their values and purpose, as well as a strong vision for the future of the start-up, in order to make effective decisions and guide the start-up towards growth. The Upper Left quadrant is one of main added value differentiator compared to other learning channels such as mentoring, as it’s borderline psychology leading to vertical learning, raising one’s level of consciousness by breaking down mental models and unconscious patterns. From our coaching experience, in this upper-left quadrant, founders can have several challenges that can impact their ability to lead effectively. Some of these challenges include lack of clarity in personal values and vision leading to confusion and indecision in decision-making; imposter syndrome due to self-doubt and feelings of inadequacy, leading to a fear of being exposed as a fraud; personal life balance leading to feelings of guilt and burnout…etc The exterior individual leadership competencies of the CEO, on the other hand, refers to the observable, measurable concrete behaviours and skills of the CEO as a leader. This includes things like communication, decision-making, delegation, conducting and strategic thinking for example. The CEO must possess these competencies in order to effectively lead the team and the start-up towards success. In this quadrant some of the challenges we’ve worked with include poor leadership skills where the CEO may struggle to effectively lead the team and directing the start-up; ineffective communication leading to misunderstandings, conflicts, and a lack of collaboration within the team; lack of delegation leading to burnout and an inability to scale the start-up or limited strategic thinking where the CEO may struggle with long-term planning and strategy, leading to reactive decision making and limited growth potential. The interior collective (WE) refers to the dynamic between the individuals in the senior leadership team, their collective values, and how they work together towards mutually shared goals. Team dynamics, collaboration, and trust play a crucial role in the growth of a start-up, and the CEO founder must be able to effectively manage these relationships in order to build a strong and cohesive team. This is the domain of team coaching eliciting the collective intelligence, and common challenges include: Lack of cohesion and alignment where the team may struggle with working together effectively, leading to conflicting priorities and poor collaboration. Ineffective communication within the team leading to misunderstandings, delays, and reduced productivity. The big elephant in the room as start-ups at this stage usually are building their airplane as they’re flying it - inadequate team roles and responsibilities: Without clear roles and responsibilities, the team may struggle with accountability and decision making. Finally, the exterior collective (ITS) refers to the systems and structures in place for the start-up to bring its products or services to market and maintain operational efficiency. This includes things like Go2market processes, marketing strategy, product development, internationalisation…. The CEO must be able to effectively manage these systems in order to ensure that the start-up is able to scale successfully. One of the key quadrants of most accelerators and some of the challenges we encounter: Inefficient processes: Poorly designed processes can lead to delays, increased costs, and reduced productivity. Limited scalability: Without the necessary systems and processes in place, the start-up may struggle to scale effectively. Poor product-market fit: Without understanding customer needs and market trends, the start-up may struggle to develop products that meet customer demand. In conclusion, using the AQAL based coaching framework with start-ups has several benefits, including: Holistic perspective: systems coaching provides a comprehensive and holistic approach to scaling a start-up, taking into account the individual, team, and organizational factors that impact growth. Improved decision making: By considering the interconnections between the four quadrants of AQAL, leaders can make better informed decisions that impact the entire organization. Better alignment: AQAL can help to improve alignment among the team, leading to greater collaboration, increased trust, and more effective communication. Increased resilience: AQAL provides leaders with the tools and strategies they need to effectively manage risk and respond to challenges, increasing the resilience of the organization. Enhanced product-market fit: AQAL can help leaders to understand customer needs and market trends, leading to the development of products that better meet customer demand. For more information, download our free eBook and contact us for a free consultation

How to create a Team-Oriented Scaling Strategy for Your Start-up

How to create a Team-Oriented Scaling Strategy for Your Start-up

We've partnered with some of the most innovative startups in Europe at early Series A level and one common pattern we've noticed as professional (ICF) business coaches is the importance of the Founding Management Team - it's all about the team, team, team and u nderstanding the “ founder-market fit ” . In a recent June 23' report 49% of investors say the management team is the most important factor venture capitalists are considering, when deciding whether to invest. Overall, the data from the last decade paints a consistent picture and a common mantra among VCs, particularly about early-stage funding, is “Invest in people, not in businesses.” . "On this, European and American VCs are aligned. Especially for early-stage investors, the founding team is by far the most important decision factor. In a survey of 437 European investors, 49 percent of VCs state a startup’s management team is the most important factor to determine their decision to invest" Scaling up a start-up is no easy feat. It requires a significant investment of resources, a clear understanding of the target market, and a solid go-to-market strategy. From our lived experience of working with entrepreneurs and research on startup failures, one of the most important elements of scaling up a start-up is building the right team. For the investors, would you rather invest “in a grade A team with a grade B idea than in a grade B team with a grade A idea”? What makes a successful startup team? What do we mean with building the right team? A team-oriented scaling strategy can help ensure that your start-up has the necessary skills and expertise to grow and succeed and a professional team coach can provide ongoing accountability and follow-up, helping you stay on track and make progress towards your goals. Much has been written on the Top management teams characteristics link to firm performance; VC methodologies or assessment tools from investors ...etc In this article, we want to focus on a few deal breaker business coaching themes we have experienced over the year and outside of technology assessment: One of the key elements of a team-oriented scaling strategy is defining the team structure and roles: This includes identifying the key positions that need to be filled and outlining the responsibilities of each role. This will help ensure that everyone on the team knows what is expected of them and that there is clear accountability. In our field we call this Organisational Role Analysis ( ORA Coaching ) – Finding, Making and Taking one’s role - How do you determine what roles you need as you grow your business? How can you Find, Make and Take your role within the senior executive team and manage your functional expertise at the same time? 2. Establishing clear communication and collaboration protocols is also essential. This includes setting up regular team meetings, establishing a shared communication platform, and encouraging team members to share ideas and feedback. This will help ensure that everyone is on the same page and that there is a high level of collaboration and teamwork. We often see a lack of strategic retreats from our early-stage startups clients with unbalanced tactical, transactional weekly meetings. A professional team coach can help the team identify the root cause of problems and challenges, rather than just addressing symptoms. 3. Creating a shared vision and goals for the team is also important. This includes outlining the company's mission, values, and objectives, and ensuring that everyone on the team understands and is committed to achieving these goals - it's a living document and not static. This will help keep everyone focused and motivated as the startup scales up. McKinsey in their Oct 22 article " How to build a unicorn: Lessons from venture capitalists and start-ups " talk about the 5 Ts - Team / Technology / Traction / TAM (Market) / Timing. 4. Establishing a performance management system that encourages teamwork is also essential: This includes setting clear performance metrics, providing regular feedback, and recognizing and rewarding team members for their contributions. This will help ensure that everyone on the senior team is working towards the same aligned goals and that there is a high level of motivation and engagement. Tools such as OKR/KPI are great for this and a team coach can take a more customized approach to working with the team, considering the team's individual strengths and weaknesses, as well as the specific challenges the team faces. 5. Developing a continuous learning and development program for the team is also important: A team coach can work with the team on an ongoing basis, adjusting the coaching and feedback to the team's specific needs and goals by supporting regular feedback, and encouraging team members to share their thoughts and suggestions. The learning measurable outcome will foster a culture of trust and transparency. Implementing a team-oriented scaling strategy is an ongoing process. It's important to continuously evaluate and improve the strategy to ensure that it remains effective and relevant. A professional team coach can help the team to continuously evaluate and improve their approach, ensuring that the team-oriented scaling strategy remains effective and relevant. It's worth noting that the best approach can be a combination of all of the above or a professional team coach (i.e. ICF ACTC ) working with a long-term VC advisor can provide a comprehensive and effective approach to scaling up a start-up. BC Team business coaching services include providing strategic guidance on navigating the business landscape, accelerating the development of products and services, and optimizing operations. We also provide access to investors and venture capitalists who can provide resources and capital to help businesses scale quickly. Some Sources/References: How Venture Capitalists Make Decisions HBR, March–April 2021 A contextual examination of new venture performance: entrepreneur leadership behavior, top management team heterogeneity, and environmental dynamism - Journal of Organizational Behavior 2007

Do you need to grow your productivity and cross the Product-Market fit Death Valley?

Do you need to grow your productivity and cross the Product-Market fit Death Valley?

If you're a startup looking to grow your business, we can help. You're entering the Technology Readiness Level (TRL 6/7) Death Valley commercialisation phase. You've built your startup, and now you have to get it out into the world. But as you're starting to learn, growing a company is hard work - and it's going to be a lot harder than you thought! We're here to help. We've partnered with hundreds of European startups who are facing challenges of growing productivity - we do this by increasing your transfer of learning, upgrading your business plan, your strategic implementation or a faster market entry in order to improve your Investor Readiness Level (IRL) assessment. Our learning methodology provides unparalleled structure to simplify the start-up building process. By utilizing our approach, entrepreneurs can quickly and effectively launch their businesses with a comprehensive understanding of their goals and objectives, enabling them to squeeze time in their lifecycle and grow faster Our main learning channel is transformational coaching using the golden standard from the world leading body in the profession ICF. The ICF Credentialing program, including its certification exam , is a set of research-based competencies that articulate the essential knowledge, skills and approaches used within the coaching profession. Professional Business coaches add more value because they provide personalized guidance, encouragement, and support to help founders reach their goals. They also provide an objective, unbiased perspective on the founder's strengths and weaknesses, which can help them identify areas where they need to improve. This means for our clients a rigorous quality management process measured by external indicators of performance and internal indicators of success (see our LinkedIn profile for client references ). The use of proven techniques and methods rooted in science can also be beneficial, as it helps to ensure that the leadership development coaching and advisory services we offer are effective and reliable. At its core Entrepreneurial coaching is reflection- and action-based learning method in entrepreneurial education as opposed to the expert-consultation side of mentoring. This means providing you with a different kind of change, one which is more complex than simply adding more information to the way you may currently see the world. When it comes to change, we tend to think in terms of how many things can happen at once. However, this is not the only way that change can happen. In fact, our brains are designed to handle more complex patterns of change than simple addition or subtraction. This kind of change is about shifting your perspective, about seeing something in a way that you never have before. It’s not about adding information to your current worldview, but about changing how you view the world as a whole. The potential of Leadership Coaching for Entrepreneurs can be identified at individual, founding team and organisation levels ( see visual on our eBook landing page ): 1. The founder(s) and his leadership behaviours, mental models (i.e. beliefs) and beings 2. The startup operational system, structure and processes improving its go2market strategy, business model, value proposition and investor readiness assessment 3. The linkage between leadership team performance and organizational performance 4. The broader contextual innovation ecosystem / product-market fit BC Team Coaching is not just a checklist company on how to achieve scaling, we disrupt our clients’ thinking patterns and use leadership coaching as a learning technology so our clients know what to do next. We seek to masterfully apply our coaching process and vicennial experience in coaching competency skills so the client has the opportunity to connect with more of their self-knowledge, to gain more self-clarity, to formulate their own best solutions. This self-discovery process can be crucial for developing a successful business strategy and achieving long-term success. While having similarities with coaching, this is one of main differences with Startup Accelerator mentoring, one of main learning channels in the ecosystem. Certified professionals who coach as a profession, help individuals find their own solutions rather than offering them subjective advice or opinions. The best leadership coaches don’t hand over the answer keys to their coachees. No, they help leaders to develop the skills necessary to find innovative, useful answers themselves. In conclusion, we value learning because we believe the effectiveness of organisational learning is the most important competitive advantage for all organisations and, as organisational environments change faster, so the rate of learning must increase. Download our 63-pages eBook "How to Unlock Successful Scale Up growth" our dynamic process for solving organizational problems, advancing individual skills, building teams, and developing leaders.

How is the invisible gorilla impacting founders’ Investor Readiness Level?

How is the invisible gorilla impacting founders’ Investor Readiness Level?

Synopsis : There is a robust theoretical basis in entrepreneurship research regarding the impact of the founders’ top management characteristics on organizational outcomes and its key role in venture capitalists’ evaluations of venture proposals. The author is looking at this from different stakeholder lenses, and from he’s own lived experience partnering with start-ups who are facing challenges of growing productivity crossing the Death Valley, by increasing their transfer of learning. Should the evaluation of the Management Team due diligence be the norm with trending impact investment? We believe the top management team remains the invisible gorilla outside of finance in the entrepreneurial ecosystem. Have you seen the ‘invisible gorilla’ on YouTube, one of the best-known experiments in awareness psychology? You have six people-three in white shirts and three in black shirts-passing a basketball around. The exercise is to count (silently) the number of passes made by the people in white shirts. At some point, a gorilla strolls into the middle of the action, faces the camera and thumps its chest, and then leaves, spending ten seconds on screen. Would you see the gorilla? When Harvard researchers conducted this unusual test in 1999, half of the people who watched the video and counted the passes missed the gorilla that was visible onscreen for nearly ten seconds. It was as though the gorilla was invisible. This test has been repeated numerous times all around the world and the results are always the same and correlates with my own lived experience with clients during leadership workshops. Try it and see what happens* The experiment revealed two things from our perceptual awareness: that we are missing a lot of what goes on around us, and that we have no idea that we are missing so much - This phenomenon is called “inattentional blindness.” Inattentional blindness happens in business all the time and from my perspective in the human evaluation with investors’ due diligence and/or with entrepreneurs in their investor readiness process (IRL). When venture capital investors are doing due diligence, they focus carefully on the technology, marketability, business feasibility and management perspectives. Does the company have an interesting business model? How big is the addressable market? What are the growth plans of the company? They use advanced data tools and subject matter expertise to answer these questions to ensure their fund return (i.e. IPO exits) and thereby relationships with LPs. However, when it comes to evaluating the start-up team, gut feel, and intuition tend to be the main due diligence instruments that come into play with some exceptions with existing proprietary tools. As a Team coach expert since launching Belbin Ireland back in the days, working with hundreds of executive teams, I know this isn’t a great approach. Data shows us that 23% of start-ups fail due to matters of co-founding teams or 14-18% due to team problems (CB Insights 2021). With entrepreneurs, at each significant life-cycle milestone of their start-up, there’s a danger zone – a Valley of Death – that each company must get through in order to reach the next milestone. If you’re not prepared for growth, and you wade unknowingly into a Valley of Death, you may not emerge on the other side. In other words, do investors favour the jockey (entrepreneurial team) or the horse (strategy and business model) during their due diligence process? What about the founders – how much time do they spend aligning their senior team prior to a next round of funding? Latest research from HBR 2021 How Venture Capitalists Make Decisions, found that VCs believe both the jockey and the horse are necessary—but ultimately deem the founding management team to be more critical. From our experience of supporting management teams of fast-growing start-ups in the TRL 5-9 product-market fit phase, coaching 100+ Scale-ups across Europe with different accelerators, we believe it’s the jockey with limited scientific data on horse ‘matchmaking’. Every deal flow generation is different pending the investment thesis of the VC, and novice and experienced VCs may differ in their evaluation of start-up teams / human capital - some investors, as well as founders’, focused primarily on the entrepreneurial skills and market competences of the individuals, whereas others focused on the team as a unit. At BC Team Coaching we prefer to focus on the unit of the team as research states that Leadership has a 10 to 15% impact on financial performance and a 25 to 30% impact on market valuation. (Ulrich & Allen HBR 2017). What makes a successful start-up team? Characteristics that are frequently mentioned by VCs as desirable features of start-up teams are industry experience, leadership experience, managerial skills, and engineering/technological skills. In our own assessment of coaching hundreds of start-up teams across Europe, seeking to understand the linkage between leadership team performance and organizational performance, partnering with our clients on the ‘founder-market fit’ and using our systemic team coaching model with Team Data Instruments, it’s all the above with 22 executive factors shown to be highly correlated with fiscal efficacy. …etc VCs expect the companies they invest in to use data to improve their decision-making however, using an objective, data-driven process to evaluate teams is not common. With the surge of impact investments, where investors are trying to make a social or environmental impact through their investments rather than just make money for themselves, what is the role of the different stakeholders, entrepreneurs, private investors, public support bodies…etc in the S of ESG? Women and millennials, who are holding an ever-increasing percentage of the world's wealth as our collective values shift, are generally more likely to focus on social impact issues when making investment decisions, or partnering with investors, supporting the continued growth in this area. https://www.youtube.com/watch?v=IGQmdoK_ZfY (the monkey business illusion) Bernard Chanliau, an award-winning Master Certified Coach (MCC ICF), owner of BC Team Coaching Ltd, is a sought-after professional Executive Leadership and Business Start-up coach / advisor working from the CEO level on down. He has helped hundreds of senior leaders in the last decade (directors and above) accelerate their leadership careers and achieve business objectives in a wide range of industries. Bernard works at the intersection of organisational dynamics, systems thinking and integral psychology and helps you challenge everything – and reveal the core purpose of how and why you do business.

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