Team Coaching

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Introduction

Why Team Coaching?

Well-functioning teams, both C-level and operational teams, click together like a puzzle and are necessary for maximum contribution to the organization’s purpose. However, a team is a systemic whole that is constantly in motion and whose dynamics are a delicate matter. Themes that can prevent a team from reaching its maximum potential include: insecurity, lack of trust, fear of conflict, too little accountability, hardly daring to call each other to account for commitment, little alignment towards a common goal, external influences that increase the pressure, …

In an atmosphere of trust, we reconnect with each other. We challenge the team to express what is really going on, focus on the talents and potential of each team member and put their noses and hearts in the same direction. We literally and figuratively distance ourselves from the work environment and organize the team coaching in an appropriate setting.

Participants are invited to look at themselves and recognize their role in the team. We encourage personal input from experiential interventions and provide a theoretical framework where necessary.

 

We make tensions and unrest discussable and actively work towards a common and inspiring vision of the future with a focus on the ‘why’ or raison d’être of the team.We work in a context of trust and openness so that we have an eye and ear for each other, can build on each other’s talents & input and know how to compensate for each other’s weaker strengths. We organize targeted interventions including the creation of a concrete trust charter, timeline conversations, table or paper systemic constellations to map team dynamics, etc. This gives you insights into your team dynamics.

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Methods

How Team Coaching works

01

Phase of individual intakes, to build trust and safety, and to listen to- and integrate objectives.

02

Explore and clarify the (invisible) patterns and “elephants” above and below the water surface.

03

Liberate the team from their patterns and elephants. Use the energy of that process to transform the team into a “single entity”.

04

Make the team and teamleader the accountable owner of their engagements, further growth, and results.

Hogan Team Assessments are often used.

Outcomes

Measuring Outcomes

I developed the “CCDD” tool, for assessing and measuring the outcomes of your coaching, and your execution on them.

CCDD stands for: Conscious – Committed – Decided – Doing.

Exploring these four phases allows you to assess where you are on your pathway of executing on the outcomes.

  1. The decisions you took on your coaching journey.
  2. The way you are sustainably “doing”: taking action to deliver on your decisions.
  3. Thing may go different than expected in the doing-phase: which changes in consciousness or commitment may have caused that ?
  4. How to get back on track, or change the track if needed, to make sure you reach your outcomes.
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