|
Th e Member Connector, International Leadership Association, www.ila-net.org (April 2008)
Member Interest
Group Corner
L e a d e r s h i p D e v e l o p m e n t
A New Organizational Learning Framework:
Tri-namics Coaching Triangle System
by Debbie L. Payne, ILA Member &
Founding Partner Deberna International
The workplace of today is a demanding
environment that requires multitasking,
fl exibility and resilience,
collaborative teamwork, fast and effective
decision-making, technological
innovation, strong transformational
leadership at all levels, and continuous
learning. Successful organizations
fi nd ways to engage and motivate
employees so they are effective and
productive, maintain a healthy work
life balance, and develop their talent.
A number of different programs
and approaches have been taken by
organizations to help employees think
creatively, cope with workplace stress,
learn about health and wellness, reduce
confl ict, manage time, learn new
technology, learn to multi-task and
ensure safe work practices.
Research has shown that personal and
professional development is an ongoing
process that requires repeated efforts
over time in order to to be most
successful. However, few—if any—
approaches focus on helping employees
create a sustainable, self-directed
workplace program that stimulates the
mind, fosters and improves relationships,
provides space and a place to
practice learning, increases leadership
and coaching skills, and provides
time to think. There are also
very few that encourage and
support sustained learning
and application after formal
training classes or that foster
self-directed leadership development.
Similarly, we also know that
follow-up, one on one coaching,
aids in retention and application
of learning by—as some studies
have shown—up to 80%. It was
with these factors in mind, that The
Coaching Triangle
System was developed.
The Coaching
Triangle System provides
an organization
with a cost-effective
self-directed organizational
learning
framework that uses
a peer coach approach
to develop leadership
skills and enhance
learning.
As defi ned by us, a
coaching triangle is a
group of three individuals
that agree to
come together and:
• Self-orient using the
resource fi eld book,
Tri-namics Coaching
Triangle System™;
• Obtain supported
as needed by a coach,
mentor, consultant, or
facilitator that knows
the Coaching Triangle
System; and
• Self-manage and
self-lead by choosing
when, where and how
to meet and learn;
and what to learn and
practice
What is so new about
this? Three people meeting together
does not seem unusual. The difference
is in how they come together,
why they come together, what they
actually focus on, and the intention
that is taken to form and sustain
their coaching triangle. The Coaching
Triangle System works best when it
is designed and recognized
as a formal
learning group system
which is self-selected
by
individuals trusted
to
work on business or
organizational opportunities
and issues who
are accountable to each
other and guided by a
supporter knowledgeable
in the Coaching
Triangle System.
Forming a coaching
triangle is simple! Find
one other person that
you would like to learn
with. The two of you
then decide on a third
person and invite them
to
join you. It is important
to choose people
who will help you grow
and who you feel are
the right people, organizationally
speaking, for
you to spend time with.
Once formed, the three
members then attend a
two-hour guided selfdirected
Orientation,
agree to their guidelines
and complete their contract
and charter. The
coaching triangle then
meets as determined by
the group and as its members continue
to receive value—with guidance and
support as required.
The creation of a coaching triangle is
logistically easy. The hard work and
4.
h
og
le
w
or
tu
ar
ot
su
ab
T
Fo
tr
on
yo
w
th
pe
taw
an
th
za
yo
O
m tw
di
ag
an
tr
co
m
h d
Coaching
triangles can
help people
achieve results:
While working on
a Master’s Degree
in Health Care
Leadership at Royal
Roads University
I was part of a
Coaching Triangle.
We believe this
unique relationship
was foundational
in supporting
consistent high
achievement for
each of us. ...in
fact I now offer a
workshop in my
own organization
to introduce other
staff to this way
of learning and
accomplishing
together—Dammy
Damstron Albach
Th e Member Connector, International Leadership Association, www.ila-net.org (April 2008)
4.
unique value comes
from what happens
next: exploring the
depth of the orientation
process and
Tri-namics resource
book; the interplay of
relationships; the reality
of taking initiative
for self-directed learning;
the application
of a coach approach;
and the individual
self-growth. Commitment
to the coaching
triangle and each other
can lead to success.
Organizations that
take on the Coaching
Triangle System
approach will often
have several different
triangles across the
organization. These
triangles may be crossfunctional,
cross-level,
same-level, similar
education, same
gender, mixed gender,
etc. They may focus
on leadership, engagement, coaching,
learning, or anything that the organization
would like to raise up for
awareness. In common each coaching
triangle has three people. Unique
to each is its own defi ned purpose
and commitment, its own learning
and practicing, and its own different
and specifi c goals that they create for
themselves. For example, at Terasen
Gas, one Coaching Triangle was
comprised of a Human Resources
Leader for Labour Relations, a Vice-
President of Development, and a
General Manager of Operations. Another
one consisted of three executive
assistants. At the University of British
Columbia several different coaching
triangles were formed from within a
group of people that attended coaching
courses. If the three people have
the right intention in forming and
are committed
and supported
in
their triangle
learning, they
will create value
for themselves
and value for
their organization.
The value of
the Coaching
Triangle System
approach is
not just anecdotal.
To assess
the value and
impact of the
approach—as
used at the University
of British
Columbia—an
independent
evaluation and
study were
performed. The
results support
the premise that
the Coaching
Triangle System
creates new
space for learning, experimentation,
and practice in a way that does not
currently exist in workplaces today.
Triangle partners reported that they
were solving real issues and problems
together and that the practical tangible
results were valuable. They also
reported that the opportunity
to listen, to learn, to
be coached, and to challenge
each other was a
unique experience, which
they found enhanced their
workplace relationships
and added unique value.
Through this unique
experience, new conversations
were stimulated,
and, as Peter Block writes
in the January 2008 issue of Leadership
Excellence, “the key to transformation
is to start a different conversation.”
As the Coaching Triangle System
grows, it is interesting to note that
the Tri-namics resource has also been
adopted by individuals—as a useful
tool for self-directing their own
learning—and by dyadic partners
in a mentoring relationship to help
them hold the focus. Most recently,
the Coaching Triangle system was
introduced to leadership facilitators at
Leaders Today—an organization that
works with youth—who provided
insight into some valuable ways that
the system could be adapted for their
constituency. The possibilities and
opportunities to use the system in
many different environments continue
to emerge. New possibilities
are evolving and more are likely to
develop as the system is introduced
and integrated into the workplaces of
organizations looking for innovative
ways to manage their talent.
Coaching triangles can be an effective
application towards the need organizations
have to create shared leadership,
foster initiative in employees,
and sustain more formalized learning.
Triangles can promote just in
time learning, a culture of coaching in
the workplace, and an organization
of employees who
expect and create value from
building business relationships
in different ways.
Debbie Payne (debbiepayne@
gmail.com;
604.209.5069), concept creator
and co-creator of the Tri-namics
Coaching Triangle System, is a
Leadership and Organizational
Learning Consultant and
the Senior Principal Associate
of DP Leadership Associates
and Founding Partner in Deberna
International. She has a MA in
Leadership and Training at Royal
Roads University. For additional
information on the Tri-namics
Coaching Triangle System, please
visit www.deberna.com, www.dpleadership.
com, or join www.coachingtriangles.ning.com.
5.
nt coaching
ar
an
lew
fo
an
th
tio
Th
th
Tr
ap
no
do
th
im
ap
us
ve
C
in
ev
st
pe
re
th
th
Tr
cr
learning expe
Coaching triangles
provides space for
practicing leadership:
In my own Coaching
Triangle we explored
and clarifi ed in a candid
manner, our leadership
strengths and weaknesses.
The dialogue allowed
each of us to look into
the mirror and see the
refl ection more clearly
of how others see us as
leaders. The greatest
value of Coaching
Triangles is that they
create the opportunity
to practice leadership
skills in a non-threatening
environment—Daryle
Britton, Vice President
Human Resources,
Terasen Gas, Inc.
|
