Team coaching isn't for the faint hearted leader, but our process truly transforms the performance of a team. It also enables the team's leader to capably coach their team moving forward.
When is team coaching most important?
When the team needs to lead change in the organisation and act as role models.
When the team needs to deliver a strategic priority for the business.
When the team, particularly a top team, isn’t delivering.
When the team is less, not more, than the sum of its parts.
Click here to download our free article, '10 clues to when a leadership team needs external help.'
What does it look like?
Stage 1 - We agree an initial contract and scope with the organisation on the remit of the work, such that we can effectively enter into an investigation phase. Through this we both get clarity on the needs of the team and the organisation, and an understanding of the system within which the team exists. This involves interviewing team members and key stakeholders, measuring team performance through the Team Assessment Survey (TAS II).
Stage 2 - We design a programme based on the data we’ve collected and firm up our contracting such that we are clear on the intended outcomes and business benefits to be gained through the process. We also work to co-create a way to measure progress and ensure your return on investment. We will agree both leading and trailing edge measures. Effective programmes have a span of between six and twelve months.
Stage 3 - A launch event, normally two days, is where we co-create a team contract and learning agenda. The development of the team is set firmly in the context of the system and the stakeholders the team must serve. Prior to this event, the team leader will have received 1:1 coaching to support their leadership of the team. Team coaches are not there to replace the team leaders but support them in their own development.
Stage 4 - A number of team workshops where the coach both supports and challenges the team to embed the operating rhythms, disciplines and behaviours that have been agreed upon, to continually learn how to be a more effective team. The team coach will also observe team meetings so that they can gain insight and give productive feedback.
Stage 4a - Alongside the team coaching sessions, individual coaching is offered to support team members in their own personal development, both as team members and as leaders of their own teams.
Stage 4b - Supplemental learning activities. The investigation phase sometimes throws up some deficit(s) in the team that are best served by some other intervention, alongside the team coaching, e.g. the team’s ability to inspire others, or to coach and develop their talent pipeline.
Stage 5 - The team review their learning and create a plan to sustain their performance and development. The TAS II team survey is once again used such that we get a before and after picture of the team’s performance.
What is the team and the business likely to get out of the process?
To reiterate, the most important unit of performance in today’s organisations is the team. Without the free flow of information within and between teams, with the necessary collaboration and cooperation, truly sustainable performance and competitive edge cannot be attained.