
Every team and every team coaching engagement is different. So you can expect a creative, adaptable approach that’s rooted in a wealth of research and driven by our passion for developing high performing teams.
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.
Teams we’ve worked with have said we’ve helped create:
- 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)
For fuller insights into our approach and its impact, we encourage you to take a look at some of our case studies.