Why team coaching?
You’ll want team coaching if you’re keen to achieve any of the following objectives:
Get a new leadership team up and running
- Form a new leadership team, establish its direction, build its reputation and ensure it has sufficient capacity in and around it to deliver on its objectives
- Help a new team make an immediate impact and sustain high performance
- Align joint-venture teams and help them embrace new challenges
Boost resilience and team performance
- Predict and prepare for upcoming challenges
- Leverage untapped strengths, skills and resources within and beyond the team
- Outperform the competition during difficult times
Sustain and build on team success
- Stop the team slipping back into old habits
- Root out stale processes, behaviours and mind-sets
- Encourage teams to cross-fertilise, sharing successes and best practice to keep each other at the top of their game
Deliver the most integrated, impactful and sustainable form of leadership development
- Harness the power of developing leaders in their actual context
- Work on the ‘system’ that individuals might otherwise blame for any failures to implement and maintain their learning
- Encourage and enable team members to support and expect each other to upgrade their leadership
- A shift from silo-thinking to a joined-up organisation (e.g. at Heineken)
- Greater trust and commitment to the “shared endeavour” (e.g. at the Department of Health)
- A climate of healthy challenge where conflict is seen as productive not destructive or divisive (e.g. at Southampton Football Club)
- Greater clarity of roles and accountabilities (e.g. at Sabio, where our work included helping clarify the board’s, shareholders’ and Managing Director’s roles, responsibilities and mutual expectations)
- Enhanced organisational resilience, helping the company survive a geopolitical crisis and simultaneous drop in the market (for a mining company)
- A clearer, more compelling sense of purpose and identity for themselves and their staff following a merger (at a professional services firm, where we worked separately with the leadership team and with them as they engaged their people)
- A more innovative approach to policy-making (at the Foreign Office)
- Enhanced stakeholder management (e.g. at Rolls-Royce and Nickelodeon)
- Increased value from the interface between the exec and non-exec (part of our work with a number of private sector and third sector clients)
- Improvements to team members’ ability to lead and coach, and to their levels of emotional intelligence (where required)
Our approach [+]
The beginning, as with all of LeaderSpace’s interventions, is to engage with the various stakeholders and explore (or ‘assess’) the challenges the team is facing. Then comes alignment around a plan, co-created with the team or team leader. Progress on this generally involves some blend of whole-team events, one-to-ones, work with the leader, stakeholder sessions and/or team-to-team interventions. We’re reviewing the work throughout, checking progress against the team’s objectives and individual development using a variety of different data points.
It’s an approach we’re proud of and continually evolving. We’ve been invited to share it with other coaches in The Practitioner’s Handbook of Team Coaching and you’ll find a two-page summary here. You can also listen to us discussing aspects of the approach on the Team Coaching Zone podcast.
The impact we’ve had when coaching teams [+]
For fuller insights into our approach and its impact, we encourage you to take a look at some of our case studies.
To discuss how Team Coaching could help you and your organisation, please call Richard Boston on +44 7949 324001. Alternatively, email firstname.lastname@example.org.