In the dynamic world of team development and organizational growth, understanding and implementing effective frameworks for team performance is paramount. One such influential model is the Drexler/Sibbet Team Performance Model, a comprehensive tool designed to diagnose, intervene, and improve team dynamics and performance. This article explores the model's foundational principles, stages, and applications, providing insights into how it can be integrated into coaching practices to foster high-performing teams within the Arcadia Coaching Lab and beyond.

Introduction to the Drexler/Sibbet Team Performance Model

Developed by Allan Drexler and David Sibbet, the Drexler/Sibbet Team Performance Model outlines seven stages that teams undergo from formation to high performance: Orientation, Trust Building, Goal Clarification, Commitment, Implementation, High Performance, and Renewal (Drexler, A., & Sibbet, D., 1994). This model not only charts the path teams typically follow towards achieving effectiveness but also serves as a diagnostic tool to identify areas requiring intervention.

The Seven Stages of Team Performance and some crucial team coaching questions to help you!

1. Orientation (Why?): Teams begin by exploring their purpose. Clarity about the team's objectives is crucial for aligning individual and collective efforts. 

"Teams move forward when they are clear about their direction" (Sibbet, 2002).

• What is our core purpose for coming together as a team?
• How does each team member perceive our mission and objectives?
• In what ways can we align our individual goals with the team's overarching goals?

These questions aim to establish a unified sense of direction and ensure all team members are committed to a common purpose.

2. Trust Building (Who?): Trust is the foundation of effective teamwork. This stage focuses on developing mutual respect and understanding, creating a safe environment for open communication.

• What strengths and unique skills does each member bring to the team?
• How can we create a safe space for open and honest communication?
• What actions can we take to build mutual respect and trust among team members?

Fostering an environment of trust is essential for open dialogue and collaboration, making it crucial to explore how trust is cultivated and maintained within the team.

3. Goal Clarification (What?): Here, teams define their goals and the outcomes they aim to achieve. Clear goals provide a roadmap for the team's journey ahead.

• What specific, measurable goals are we aiming to achieve as a team?
• How do these goals align with the broader objectives of our organization?
• What challenges might we face in achieving these goals, and how can we address them?

Clarifying goals helps the team focus their efforts and provides a clear roadmap for action.

4. Commitment (How?): Commitment involves agreeing on roles, responsibilities, and the strategies to achieve the team’s goals. This stage is about making decisions and allocating resources.

• What roles and responsibilities will each team member assume?
• How will we decide on the strategies and resources needed to achieve our goals?
• What commitments are we willing to make to ensure the success of the team?

This stage is about solidifying the team's commitment to their roles, responsibilities, and the collective mission, ensuring everyone is prepared to contribute effectively.

5. Implementation (Who Does What, When, Where?): During this phase, teams execute their plans, requiring coordination, cooperation, and flexibility to adapt to challenges.

• What is our plan of action, and how will tasks be distributed among team members?
• How will we ensure effective coordination and communication throughout the implementation phase?
• What mechanisms will we put in place to adapt to unforeseen challenges?

Questions at this stage are designed to facilitate effective action and adaptability, focusing on the practical aspects of executing the team's plan.

6. High Performance (Wow!): High-performing teams exhibit peak efficiency, creativity, and collaboration. They operate in a state of flow, achieving outstanding results.

• What indicators will demonstrate that we are operating at high performance?
• How can we maintain our momentum and continue to innovate?
• In what ways can we leverage our strengths to achieve even greater results?

At the peak of team performance, the focus shifts to sustaining success, encouraging reflection on the factors contributing to the team's effectiveness and areas for ongoing growth.

7. Renewal (Renew): Teams reflect on their achievements and challenges, learning from their experiences and making necessary adjustments for continuous improvement.

• What have we achieved, and what lessons have we learned throughout our journey?
• How can we apply these insights to future projects and challenges?
• What adjustments or improvements can we make to enhance our team performance moving forward?

Renewal emphasizes reflection and continuous improvement, asking the team to consider their growth and how they can evolve to meet future challenges.

Integrating the Model into Coaching Practices

Coaching practices can leverage the Drexler/Sibbet Team Performance Model to enhance team dynamics and performance in several ways:

• Diagnostic Assessment: Coaches can use the model to assess a team's current stage and identify areas requiring attention or intervention. This helps in tailoring coaching strategies to the team's specific needs.
• Facilitating Trust and Communication: Coaches can conduct workshops and activities focused on trust-building and effective communication, crucial for progressing beyond the initial stages of team development.
• Goal Setting Workshops: Facilitate sessions to help teams clarify their goals and ensure that these are aligned with the organization's objectives.
• Role Clarification: Assist teams in defining roles and responsibilities, ensuring that each member understands their contribution towards achieving the team's goals.
• Performance Monitoring: Implement mechanisms for monitoring progress and performance, providing teams with feedback and strategies for overcoming obstacles.
• Celebrating Achievements: Encourage teams to recognize and celebrate their achievements, fostering a culture of appreciation and continuous improvement.

The Drexler/Sibbet Team Performance Model offers a robust framework for understanding and enhancing team dynamics and performance. By navigating through the seven stages of team development, coaches can guide teams towards achieving high performance and sustaining success over time. Integrating this model into coaching practices not only facilitates team growth and effectiveness but also contributes to building a culture of collaboration, innovation, and resilience within organizations.

Bibliography

• Drexler, A., & Sibbet, D. (1994). Team Performance Model. The Grove Consultants International.
• Sibbet, D. (2002). Team Performance Principles. The Grove Consultants International.

The Significance of Emotional Intelligence in Modern Coaching

In the ever-evolving landscape of coaching and personal development, emotional intelligence (EI) has emerged as a cornerstone concept. Traditionally, coaching focused predominantly on achieving goals, improving performance, and addressing visible behavioral changes. However, with the growing understanding of human psychology, there has been a paradigm shift. Emotional intelligence, which encompasses self-awareness, self-regulation, empathy, motivation, and social skills, has become integral to this transformative process.

The pertinence of EI in coaching cannot be overstated. It plays a crucial role in understanding and navigating the complex interplay of emotions that influence decision-making, stress management, interpersonal relations, and self-awareness. Coaches equipped with the knowledge and skills to foster EI in their clients can facilitate deeper and more sustainable personal and professional growth. This holistic approach aligns with contemporary views on human potential, where emotional and psychological factors are considered as vital as cognitive and skill-based elements.

Introducing the FEEL Model

Amidst the expanding repertoire of tools and strategies to enhance EI in coaching, the FEEL model stands out as a structured and innovative approach. This model, encompassing four key stages – Focus, Explore, Empower, and Leverage – offers a comprehensive framework for emotional and psychological development. It is designed to guide individuals through a process of self-discovery and empowerment, leading to more effective stress management and decision-making.

The FEEL model is grounded in the principles of emotional intelligence and cognitive psychology. It takes into account the multifaceted nature of human emotions and the various ways they manifest in personal and professional contexts. By structuring the process into distinct yet interconnected stages, the model provides a clear path for individuals to understand and harness their emotional responses, thereby fostering greater resilience, adaptability, and success.

Analyzing the FEEL Model Through a Scientific Lens

This article aims to dissect and analyze the FEEL model through a scientific lens, offering a deeper understanding of its components and their application in coaching practices. We will explore each element of the model – Focus, Explore, Empower, and Leverage – and examine their theoretical underpinnings, practical applications, and relevance in contemporary coaching scenarios.

Emotional Intelligence: A Keystone in Personal and Professional Development

Emotional intelligence (EI), a term popularized by Daniel Goleman in the mid-1990s, refers to the ability to recognize, understand, and manage one’s own emotions and to recognize, understand, and influence the emotions of others. In Goleman's model, EI is composed of five key elements: self-awareness, self-regulation, motivation, empathy, and social skills. Research in this field, including works by Mayer and Salovey, has underscored the significant impact of EI on personal well-being, career success, leadership effectiveness, and interpersonal relationships. Bar-On's Emotional Quotient Inventory (EQ-i), a widely used assessment tool, has further established the measurable impact of emotional intelligence on various aspects of life.

Studies in organizational behavior, such as those by Cherniss and Goleman, have shown that high EI is linked to better job performance, leadership abilities, and team dynamics. In personal development, EI has been found to correlate with improved mental health, resilience, and overall life satisfaction, as discussed in works by Schutte et al.

Our analysis will draw upon a range of psychological theories and research studies to elucidate how the FEEL model aligns with and contributes to the current understanding of emotional intelligence in coaching. Additionally, we will present case studies and empirical evidence to demonstrate the model's efficacy in fostering emotional and psychological development. This comprehensive examination aims to provide coaches, psychologists, and individuals with insights into the practical utility of the FEEL model and its potential to enhance the effectiveness of coaching interventions.

Application in Coaching: Implementing the FEEL Model in Practice

In coaching settings, the FEEL model is applied as a dynamic process. Coaches guide clients through each phase, adapting their approach based on the individual’s needs and responses. The model's flexibility allows it to be used in various coaching scenarios, from executive and leadership coaching to personal and life coaching. It aids in building emotional intelligence, enhancing decision-making, improving interpersonal relationships, and fostering overall well-being.

The FEEL Model in Depth: An Analytical Examination

1. Focus: Identifying Stressors and the Role of Self-Awareness

The 'Focus' stage of the FEEL model is foundational in managing stress and fostering emotional intelligence. It involves identifying stressors and cultivating self-awareness, two critical aspects in effective stress management. The psychological basis for this stage is rooted in mindfulness and self-awareness theories. Jon Kabat-Zinn and his work on mindfulness stress reduction underscore the importance of being aware of the present moment without judgment. This awareness is crucial for recognizing stress triggers and emotional responses.

In this stage, individuals learn to observe their thoughts and emotions objectively, a skill that is essential for identifying the underlying causes of stress. This process is supported by research in neuropsychology which shows that self-awareness activates neural pathways associated with emotional regulation, as illustrated in studies by Daniel Siegel and others. By focusing attention on internal states, individuals can better understand their reactions to external stressors, setting the stage for effective stress management strategies.

2. Explore: Delving into Emotional Responses

The 'Explore' phase involves a deeper investigation into the emotions and thoughts identified in the Focus stage. This exploration is critical in unraveling the complex web of emotional responses and understanding the rationale behind them. Drawing from principles in cognitive-behavioral therapy (CBT), this stage encourages individuals to examine their thought patterns, belief systems, and past experiences that influence their emotional responses.

Exploration in coaching is akin to a detective's work - piecing together clues from one's life story to understand current emotional landscapes. This process can reveal how past experiences, possibly long forgotten, shape present emotional reactions and coping mechanisms. By understanding these connections, individuals gain insights into their emotional triggers, enabling them to address these issues more effectively.

3. Empower: Fostering Resilience and Self-Efficacy

Empowerment is central to the FEEL model, focusing on building psychological resilience and self-efficacy. Albert Bandura's self-efficacy theory plays a significant role in this stage, emphasizing the belief in one's ability to influence events that affect their lives. This stage moves beyond mere understanding of emotional patterns to fostering a sense of control and confidence in managing them.

Empowerment in coaching is about equipping individuals with the tools and confidence to face their stressors head-on. It involves transforming insights into strengths, enabling clients to see challenges as opportunities for growth. This process not only enhances resilience but also contributes to a more profound sense of personal agency, a key factor in psychological well-being and success.

4. Leverage: Applying Insights for Behavioral Change

The final stage, 'Leverage,' focuses on the practical application of the insights gained from the previous stages. This stage is grounded in behavioral change theories, such as Prochaska and DiClemente's Stages of Change model, which highlight the process of transforming understanding into action.

In the Leverage stage, the insights garnered from self-awareness, exploration, and empowerment are transformed into concrete, actionable strategies. These strategies might include developing new coping mechanisms, setting realistic goals, or altering behavioral patterns that contribute to stress. This stage is crucial for ensuring that the emotional intelligence developed through the FEEL model is not just theoretical but is actively integrated into daily life, leading to lasting change and improved emotional well-being.

Application in Coaching: Implementing the FEEL Model in Practice

In coaching settings, the FEEL model is applied as a dynamic process. Coaches guide clients through each phase, adapting their approach based on the individual’s needs and responses. The model's flexibility allows it to be used in various coaching scenarios, from executive and leadership coaching to personal and life coaching. It aids in building emotional intelligence, enhancing decision-making, improving interpersonal relationships, and fostering overall well-being.

Case Studies Analysis: Demonstrating the FEEL Model in Action

1. Case Study 1 – Executive Coaching:
   
   • Focus: An executive identified overwhelming stress due to work-life imbalance.
   • Explore: Exploration revealed a deep-rooted belief in equating long working hours with success.
   • Empower: The executive was guided to redefine personal definitions of success and develop self-compassion.
   • Leverage: They implemented a new schedule prioritizing work-life balance, leading to reduced stress and improved productivity.
2. Case Study 2 – Personal Development Coaching:
   
   • Focus: A client struggled with low self-esteem and social anxiety.
   • Explore: The exploration phase uncovered past experiences of social rejection influencing current self-perception.
   • Empower: The client was empowered to recognize their intrinsic worth, independent of external validation.
   • Leverage: The client gradually engaged in social activities, applying coping strategies to manage anxiety.
      
3. Case Study 3 – Relationship Coaching:
   
   • Focus: A couple identified communication breakdown as their main issue.
   • Explore: Exploration revealed differing communication styles and unmet emotional needs.
   • Empower: Each partner was coached to appreciate their unique communication styles and develop empathy.
   • Leverage: They developed and practiced new communication techniques, leading to improved understanding and relationship satisfaction.
   • These case studies illustrate the versatility and efficacy of the FEEL model in addressing a wide range of emotional and psychological issues in diverse coaching contexts.

Implications and Future Directions of the FEEL Model

The FEEL model, encompassing Focus, Explore, Empower, and Leverage, presents a holistic and structured approach to coaching and stress management. Its integration of mindfulness, cognitive-behavioral insights, self-efficacy principles, and behavioral change theories offers a comprehensive framework for emotional intelligence development. This model not only aids in identifying and understanding stressors and emotional responses but also empowers individuals to actively manage and transform these responses into positive outcomes.

The Focus stage emphasizes the importance of self-awareness in recognizing stress triggers. Explore delves into the underlying causes and rationale behind emotional responses, utilizing cognitive-behavioral techniques. Empower fosters resilience and a sense of control, drawing on self-efficacy theory. Finally, Leverage translates these insights into practical, actionable strategies for managing stress and emotional challenges.

Future Prospects of the FEEL Model

The potential impact of the FEEL model on future coaching methodologies is substantial. As the field of coaching continues to evolve, there is an increasing demand for approaches that not only address goal achievement and performance but also prioritize emotional intelligence and well-being. The FEEL model's comprehensive and adaptable framework makes it a valuable tool in this context.

Future developments may see the FEEL model being integrated into various coaching niches, including executive, personal, and health coaching. Its flexibility and emphasis on emotional depth make it suitable for diverse client needs and coaching objectives. Additionally, the model's foundation in well-established psychological theories suggests its applicability in broader contexts, such as organizational development and educational settings.

The FEEL model's emphasis on empirical grounding also opens avenues for research. Future studies could explore its efficacy in different populations and settings, compare it with other coaching models, and investigate its long-term impact on emotional intelligence and stress management.

References for further study

1. Bandura, A. (1997). Self-efficacy: The exercise of control. Freeman.
2. Beck, A. T. (1979). Cognitive therapy and the emotional disorders. Penguin.
3. Cherniss, C., & Goleman, D. (2001). The emotionally intelligent workplace. Jossey-Bass.
4. Ellis, A. (1962). Reason and emotion in psychotherapy. Stuart.
5. Goleman, D. (1995). Emotional intelligence. Bantam Books.
6. Kabat-Zinn, J. (1990). Full catastrophe living: Using the wisdom of your body and mind to face stress, pain, and illness. Delta.
7. Lazarus, R. S., & Folkman, S. (1984). Stress, appraisal, and coping. Springer.
8. Mayer, J. D., & Salovey, P. (1997). What is emotional intelligence? In P. Salovey & D. J. Sluyter (Eds.), Emotional development and emotional intelligence:
9. Educational implications (pp. 3-31). Basic Books.
10. Prochaska, J. O., & DiClemente, C. C. (1983). Stages and processes of self-change of smoking: Toward an integrative model of change. Journal of Consulting and Clinical Psychology, 51(3), 390-395.
11. Schutte, N. S., Malouff, J. M., Hall, L. E., Haggerty, D. J., Cooper, J. T., Golden, C. J., & Dornheim, L. (1998). Development and validation of a measure of emotional intelligence. Personality and Individual Differences, 25(2), 167-177.
12. Siegel, D. J. (2007). The mindful brain: Reflection and attunement in the cultivation of well-being. Norton.
13. Whitmore, J. (2002). Coaching for performance: GROWing human potential and purpose - The principles and practice of coaching and leadership. Nicholas Brealey Publishing.