What Is It?
Traditionally, coaching or training of the individual members of a team focuses on the personal development of each individual. Performance of the team, it is thought, will improve by improving the performance of the person.
Teams are a system, and like any system, are about relationships. Most systems are composed of unconsciously designed relationships. Relationships just happen.
Here are some typical issues that teams struggle with:
- Lack of alignment
- Unclear goals, strategies, and leadership
- Every person for themselves
- Ineffective, poor even toxic communication patterns
- Low team morale
- Conflict avoidance or poor conflict resolution
- Weak synergy
- Role confusion
- An environment where sharing is deemed unsafe
Team Coaching sets the stage for teams to safely discover the unspoken complexities that exist between members so they can design together the behaviours that will support success, positive relationships, and high performance productivity. This work focuses on growing their awareness of the team relationship, communication, and commitment patterns that will help them create breakthrough results.
Teams can learn to notice and articulate their system. Once the dynamics are revealed, the team can then consciously design a system that leads to creating right relationships that build healthy, strong, resilient, positive, and productive teams.
Teams who use this work include:
- Newly formed teams needing immediate synergy
- Teams working well, yet wanting to stimulate performance to the next level
- Teams wanting to meet or exceed their productivity goals
- Various departments who want to create alignment and stronger working relationships with each other. For example: Sales/Marketing/Operation teams
- Teams wanting to speed up the integration of a new manager into their team
- Teams and departments looking to break down silos
- Cross functional teams
- Product launch teams
This work is a process not an event. It starts with a team systems workshop (underpinned by a team assessment, if desired), followed by continuous learning and support (in the form of check-ins and tele-calls) and structures (actions and accountabilities). This follow up supports the transferability and sustainability of new skills and insights. A second team assessment can be deployed to measure progress.
Measurable improvements have included: 31% increase in constructive interaction, 26% in trust, 21% in team leadership, and 18% in alignment and optimism. When these factors improve, bottom line results and sustainability improve.
Note that this work is always done with two facilitators unless the team size is 5 or less. I partner with Jennifer Britton, author of From One to Many: Best Practices for Group and Team Coaching.
Jenn and I also design and deliver workshops precisely personalized to the needs of the specific team. Examples include:
- A Systems Approach to Team Development
- Leader As Coach and Mentor
- Leaders on Fire (can be tailored to a particular demographic such as women)
- The Basic Principles of Team Work
- Raising Difficult Issues
- Productive Conversation Skills
- The Power of 100% Accountability
- Meeting Management Skills
- Career Planning
- Impact & Influence Skills
For more information, Contact Us.
|“One goal, one team, therefore increased productivity, happier atmosphere, increased employee commitment. Greater opportunity for creativity. Better focus on job at hand without wasting time and energy on useless and unproductive gossip. A well oiled team that can be an example to other teams. The sessions were great, really well organized, the day was kept very interesting. 4.9/5 Clear, to the point, and fun.”
Team at International Bank
|“Abundant organizations take work relationships beyond high-performing teams to high-relating teams. Abundant organizations create positive work environments that affirm and connect people throughout the organization.”
David & Wendy Ulrich“In organizations, real power and energy is generated through relationships. The patterns of relationships and the capacities to form them are more important than tasks, functions, roles, and positions.”