Peter Hawkins > Quotes

“corridor, supposedly out of earshot, about the meeting they had just taken part in. Then we asked the team playing themselves to do the same. This enactment”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Meetings bloody meetings”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“In the inquiry phase it is also important to find out the expectations of the board from its shareholders, or in the case of charities its members, in the case of a partnership its partners, or in the case of foundation health trusts its governors”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“How can the team focus on business as usual and also focus on the core activities of transforming the organization and its various divisions and departments?”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“double-loop learning (Argyris and Schön, 1978; Hawkins, 1995, 2004)”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“a picture of a future you seek to create, described in the present tense, as if it were happening now. A statement of ‘our vision’ shows where we want to go, and what it will be like when we get there... The more richly detailed and visual the image is, the more compelling it will be. Because of its tangible and immediate quality, a vision gives shape and direction to the organization’s future. And it helps people set goals to take the organization closer. It”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Success is a lousy teacher. It seduces smart people into thinking they can’t lose.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“A great meal requires cooking and transforming the ingredients, then engaging and satisfying the guests!”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“One example of applying this approach comes from Michael Schrage at the Martin Trust Centre for MIT Entrepreneurship, who has developed the 5x5x5x5:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Within this short definition are 10 aspects of an effective team:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“O’Sullivan and Field (2018) provide a case study of systemically team coaching an Australian pharmaceutical company in this process.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Katzenbach and Smith (1993b) developed their original work to look at how effective teams can develop into high-performing teams.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“but rather on the touchline, with the agreement to call ‘time-outs’ at critical junctures in the meeting.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“One of the key tasks of any board is to constantly find the best integration and alignment of all stakeholder interests.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“they simply define a high-performing team as: ‘A small group of people so committed to something larger than themselves that they will not be denied’ (p 259). This simple but powerful statement provides a provocative challenge to all those who want to lead or coach high-performing teams: how to help the team discover its compelling purpose that will engender the passion and commitment to fulfil it.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“The board coach can help the board by gently asking them to mention which stakeholder group they are currently concerned about or consider themselves to be representing”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“spend too much time looking in the rear-view mirror, reflecting on what has recently happened,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Distinguish between three different types of activity: information sharing, generative dialogue and decision making. Try to maximize the time spent on generative dialogue where the team have to generate collective thinking that is better than any individual could have arrived at by themselves, thus leveraging the team quotient.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“three-horizon thinking”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“A mechanistic rather than a living organism metaphor A high-performing team is a concept that grew out of 20th-century mechanistic linear thinking. High performance was a term used for manufacturing machinery, or cars that could accelerate fast from standstill to 60 mph. It was about achieving greater productivity and efficiency out of a fixed system, so that it creates more, faster and cheaper. High performance is unconcerned about whether what is produced is of beneficial value. It is focused on efficiency rather than creating benefit for all stakeholders. Sub-optimization Some teams I have worked with over the years have been motivated to be the ‘best team on the block’, the standout region in their company.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“high-value creating board diagnostic questionnaire,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Here are four useful strategies:”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Make your meetings outcome focused: many meetings are ruled by a lengthy agenda. I suggested to one chief executive I worked with that she start all meetings by agreeing with her team the top three outcomes the team needed to achieve together in their meeting, and then spending 80 per cent of the time on these items where there was real collective value creation.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“The unwritten rules of this group are... What I most enjoy in this team is… I am most proud of the team because… What I find hard to admit about my work in this team is... I think what we avoid talking about here is... I hold back on saying... The hidden agendas that this group carries are... We are at our best when... What interrupts us from being at our best is... We are at our worst when…”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“a world characterized by a limited and vertical nervous system and by walls’. Instead we need to move to ‘networks – an open, fluid team of teams and continuous change making’ (quoted in Elkington and Braun, 2013: 38). This is echoed by Jon Katzenbach (2012): Today, with the ever-increasing necessity of working across organizational and geographical boundaries, and the growing complexity of daily business, more leaders at all levels are finding that it’s not always practical – or even best – to put together a team. Fortunately, we now have more options; in particular, consider the potential of focused networks, and sub-groups that can work more effectively in different modes than a ‘real team.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Five Who Exercise”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“As Bill Gates wrote: ‘Success is a lousy teacher. It seduces smart people into thinking they can’t lose.”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Today I would first ask the team: ‘Who is the team in service of?’; ‘What do your stakeholders currently value receiving from you and what will the stakeholders need different from you in the future?’ In reviewing the coaching so far accomplished, I will then ask: ‘If your stakeholders had been sitting in on our work together, what would they value about the work we have done and what would their challenge be to us?”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“Elsewhere I have defined organizational culture as what you stop noticing when you have worked somewhere for over three months,”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership

“What new learning or knowledge have we created that none of us knew before we arrived at this very expensive meeting?”
― Peter Hawkins, Leadership Team Coaching: Developing Collective Transformational Leadership