Reviewed Piece of SF work: Juha Turpeinen

Description of the piece of work

The implementation of the OKR model (Objectives and Key Results) made the client’s supervisors realize that they can no longer lead in the same way. The intensity and concreteness of the OKR model pose changes and challenges compared to the current way of leading in the teams. Motivating teams, continuous performance and monitoring are not the easiest tasks.
The client was hoping for a fresh perspective on developing leadership roles, and this was agreed upon by defining a desired state (a future perfect). In addition, group coaching sessions were scheduled, which were adjusted to even smaller group coaching sessions as the process progressed. The client was able to define an inspiring vision for a future perfect for themselves, and following this, the group coaching sessions were focused on a shared understanding of the objective and key result. This was followed by recognizing strengths of both individual and team members. In terms of renewing the supervisors’ work, the client organization had decided to make OKRs for these ambitions. At the end of the coaching process, the supervisors received promising feedback from the employees in the pulse check questionnaire concerning their changed approach to leading teams.

Candidate’s Summary:

I believe that the supervisors at the Client were able to initiate the change through the coaching workshops. A key indicator of this was that they ended up setting a specific development objective for each supervisor’s work in line with the OKR (Objectives and Key Results) process. The wording of the objective and its corresponding key result included themes from their envisioned future perfect, such as interaction and meaningfulness.
In other words, they took steps towards pursuing their dreams through the establishment of a shared goal. It also benefited the client, i.e., the supervisors, that they paused together to discuss and create a shared understanding of the components of the desired future state. I believe this, in turn, increased their enthusiasm for the goal and led the supervisors to take actions that contributed to its achievement.

In the group coaching sessions, the use of solution-focused language centered around movement and potential renewal: attention and appreciation for small steps of progress and, particularly, strengths. Recognizing strengths was, in a way, building the desired future. However, perhaps the most crucial insight for the supervisors concerning future building was how to conduct discussions within their own teams about the setting of O’s and KR’s in a new and simpler way: “…focus on the end of this implementation period (four months from now) and discuss where we want to be when everything related to this goal theme is going really well…”
I succeeded in fostering dialogue during the group coaching sessions and learned that a dialogical coaching style is a natural way for me to support the client’s issues.

Reviewers Summary:

What impressed us most was how Juha used solution-focused coaching in a simple way in a process that included online Teams sessions and asynchronous work on Howspace. The asynchronous discussion gave each of the 40 participants, individual time to start working on the topic and spurred reflection before the online sessions. Juha demonstrated excellent ability to utilise solution-focused coaching in various ways throughout the process.
As if this was not enough, Juha adapted the solution-focused way of working to support the OKR (Objectives and Key Results) process. The client had experienced challenges with the OKR model of working. With the help of future oriented, ‘best hopes’ questions from Juha, they found it much easier to set up their OKR objectives. Solution focus can be so valuable in many challenges!
Throughout the process, Juha showed skilful solution-oriented practice supported by moments of dialogic reflection. Coaching a large group process is demanding, and here we witnessed a carefully planned process that was adapting to client needs in a challenging environment.

• Lead reviewer: Lari Karreinen
• Second reviewer: Tuija Laine-Itävuo

Candidate’s reflection:

The assessment meetings were a relaxed way to reflect on the coaching process – I actually got two coaching sessions! In the meetings, I received inspiring examples of how, based on the case description, one can notice positive aspects. The reviewers paused at interesting points, focusing on the successes of the coaching process, and I had the opportunity to reflect on these observations through discussion. I will briefly go through the most meaningful insights from the two review conversations.

Peer review was a great opportunity to reflect on the entire coaching process and what happened during it. Lari and I specifically discussed the successful start, pre-task, and the first meeting (working on the vision with clients). We also talked about challenges related to interaction on the working platform. From this, I will carry the idea into future coaching sessions to ask and confirm with the client the most appropriate way of working – not assuming.

I will also consciously pay more attention to what worked in this coaching process. Tuija mentioned that she sensed that solution-focused thinking naturally became a part of the clients’ everyday lives. I can take from this the thoughts of ease and immediacy – with these strengths, I can continue to succeed in the future.

I am particularly working on two points that emerged in the assessment conversations. First, how I can view “challenging” as a positive thing instead of having a negative or even an attacking perception. Challenging can be a way for me to think and it happens through the power of dialogue. The combination of solution-focused thinking and dialogue intrigues me, encouraging me to continue exploring and experimenting with their natural integration. Second, I hadn’t focused on highlighting a simpler perspective in the case description regarding OKR thinking and implementation. There are many possibilities here: how can I facilitate the setting of goals and key results for internal clients. Additionally, the foundations of the OKR model align well with the basic principles of solution-focused thinking – I can continue to explore their integration based on the insights gained in this coaching process.

In conclusion: I received positive feedback from the assessors about the appreciative approach being evident in various stages of the coaching process. I will take this as a reminder of my strength – it sustains me in various, even challenging, situations.

About The Candidate:

Juha Turpeinen works in the public sector and am interested in developing the ability to change. At the moment, especially the insight and promotion of the OKR model, as well as the promotion of a self- and community-driven work culture, are key issues on my desk. A dialogical and relaxed way of working comes naturally to him as he explores how to get even more out of creative dialogue in work communities.

Client quotes and feedback:

• “Thinking about things from different perspectives has enabled new and diverse thinking”
• “The ability to articulate and enlighten, deepening the discussions. For example, discussions about significance (with the staff member). Feeling of being heard has improved.”
• “Surprisingly, we talk less about what others “should” do. We talk more about our own actions - I do and focus on my own change initially.”
• “Teams have a shared understanding of both objectives and key results. Conversations between supervisors have increased. Mutual coaching has slightly increased, as well as more open sharing of information and experiments. Increased appreciation for each other’s work and growing trust.”
• “Conversations, new perspectives. Everyone has dared to express their own thoughts, including weaknesses. Slightly more personal level of discussing with each other, this means collective growth together.”

Where would you place the work on a scale of 1 to 10 (where “10” means: my goals for this event were completely reached)

answer: 8-9

What makes you rate it that high – which goals did you reach, and what went well?

• The coaching sessions supported my own supervisory work. The opportunity to pause and explore different perspectives in discussions (SR).
• Team discussions, were the way of guiding the conversation, and open-ended questions helped structure and move forward (SN).
• Enabled diverse thinking (SP).
• The skill of articulation and insight, deepening the conversation. For example, discussing meaningfulness with a colleague. Feeling heard has progressed (CMH).
• Support for supervisory work and OKR implementation. Necessary discussions were held – relevant issues were chosen, and on the other hand, broader themes such as “strengths” In other words, bringing new perspectives into the conversation (RP).

Looking back on it now, what positive effects of the work can you see?

• Engaging discussions for team leaders. The appreciation of employees’ expertise progresses when we give them space (SR).
• Conversations bring new perspectives. Everyone has dared to express their thoughts, including weaknesses. A slightly more personal level of discussion (SN).
• Bringing structure to discussions about supervisory work, keeping the goal of supervisory work in mind. The significance of mutual coaching. Setting an example (SP).
• The courage to speak openly about work (supervisory work, “how do you do your work?”). Increased interaction, less email management – time is taken for this work, for genuine interaction. Surprising: we talk less about what others “should” do. We talk more about our own actions – I work on and focus on my own change initially (CMH).
• In teams, there is a shared understanding of goals. Increased shared discussions with team leaders. Mutual coaching has slightly increased, as has the sharing of open information and experiments. Increased appreciation of each other’s work and growing trust (RP).

What did you especially like about the work?

• The atmosphere of the conversation was natural and relaxed (SR).
• The way of asking, challenging, and advancing the discussion. Guided discussion, an outsider supports the conversation (RP).

If you did the work again, what would you prefer to be different?

• At the beginning, the group could have had a brief discussion about the goals of the spring coaching sessions (SR).
• Even smaller groups in coaching sessions or a 1.5-hour time slot for each session (SP).

Optional questions:

How responsive was the candidate to your needs?

• Great, Juha was present and attentive – skillfully guiding the conversation. We talked about the right things, and the discussion was led fairly. Good at sparking conversation and asking questions. (SR)

How will you keep things progressing?

• The discussion about goals continues regularly. Remembering mutual support among supervisors (SR).
• Giving space, no ready-made answers (CMH).
• Taking time to reflect on progress, more detailed reflection on successes. Freer conversation and coaching, leveraging each other’s strengths (RP).

Your name: Sari Räätäri (SR), Sanna Nyholm (SN), Sari Pitkonen (SP), Chris-Marie Hyden (CMH), Riikka Peltola (RP) Organisation: Kela