Teamleadsky Coaching Model is focusing on developing dynamic capabilities
of the teams: "ability to integrate, build, and reconfigure internal and external competencies to address rapidly changing environments"
(Teece, Pisano and Shuen 1997).
In organizational theory dynamic capabilities provide firms with the capacity to change, in contrast to operational capabilities that enable firms to perform their ongoing tasks.
Dynamic capabilities pertain not only to an organization as whole, but also to organizational units: divisions, sub-units or teams (Helfat, et al. 2007).
Tees and Pisano (1994) define sensing, seizing and adapting
as the related to dynamic capabilities means of addressing a changing environment. Following that definition Teamleadsky Framework focuses on the capabilities of the tech teams to deliver, learn and innovate.
- Deliver: implementing the solutions that add value to the rest of the organization with a sustainable quality and pace. Sensing the priorities, balancing feature creation (seizing) with removing technical debt and refactoring (adapting) the code base for the needs of the organization.
- Learn: adopting new tech stack, switching to the new ways of working or learning new business domains. Sensing the right things to learn and adapting through team learning, i.e. "Insights gained are put into action. Skills developed can propagate to other individuals and to other teams" (Senge 1990).
- Innovate: "in the context of rapidly changing requirements and technologies, teams must continuously find novel and creative ways to address the challenges placed upon them.." (Skelton, Pais 2019), therefore sensing different opportunities and seizing (combining and making available) the best suited through ongoing experimentation and rapid delivery must be business as usual for a modern tech team.
Tees (2009) describes the nature of dynamic capabilities and explicates their microfoundations
- important elements, that make possible developing dynamic capabilities
. Teamleadsky Framework looks into the qualities of an effective team
as the microfoundations of team's dynamic capabilities.
Katzenbach and Smith (1993) define a team as "a small number of people with complementary skills who are committed to a common purpose, set of performance goals, and shared approach for which they hold themselves mutually accountable".
The level of Commitment
in a team is reflected in meeting deadlines and sticking to team agreements. Productivity
is assessed using the selected performance goals.
The level of Engagement
shows how much the team members are contributing to the decision-making on both "How?" and "What?", and determines whether the team can switch from push to pull management. Teams with a high level of Engagement will generate a lot of ideas about technical solutions, and also on how to address the stakeholders' needs best.
"The Relationship Between Engagement at Work and Organizational Outcomes" Gallup (2019) research that includes surveying for decades 1,882,131 employees in 82,248 business/work units shows that business/work units with high employee engagement have a 78% higher success rate in their own organization and a 113% higher success rate across all companies studied.
Maslow (1965) observed that in exceptional teams "the task was no longer separate from the self… but rather he identified with this task so strongly that you couldn't define his real self without including that task."
Organizations intent on building shared visions continually encourage members to develop their personal visions... people with a strong sense of personal direction can join together to create a powerful synergy toward what "I/we truly want." (Senge 1990)
Teamleadsky Framework calls Drive
a personal vision of a team member that is in synergy with the shared vision of the team.
Summarizing, the four qualities that Teamleadsky Framework sees as the microfoundations for developing the dynamic capabilities of a team are engagement, productivity, commitment and drive: