Team coaching turns strangers into colleagues
When team members understand themselves and each other, they open up.
They work collaboratively as partners in a common cause.
They flip from can’t-do to can-do.
in London, Oxford and elsewhere
Through team coaching, I help existing teams overcome internal blockages to promote more open and productive conversations.
Out of productive conversations, come good ideas, decisions, and clear direction. Common issues that I deal with include:
Accelerating the integration of a new team, or introducing new members to an existing team. I run sessions about the stages of team development and how to move smoothly through them.
Defining a common vision that is compelling for each individual and aligned with the organisation – this leads to more motivation, sense of purpose and commitment.
Identifying and working with the skills, strengths and talents of each individual. This is of value to the team because they can pull from each other’s strengths. It is also of personal value for each member. You may choose to include personality profiling of team members. I am qualified to use Myers Briggs Type Indicator (MBTI), NEO Personality Inventory, Hogan Development Survey – also known as “the dark side” (HDS) – and Hogan Motives, Values, Preferences Inventory (MVPI).
Resolving conflicts that hold back a team’s success. These conflicts may be rooted in the leadership, the individuals or the dynamics of the group.
As a team coach, my expertise lies in identifying and working through these issues so the team can work better, individually and collectively, for the benefit of the organisation.
Team coaching programme
I always begin with a diagnostic phase in which I meet team members to learn about their issues. Using those insights, I design a team coaching programme to achieve the goals we have set.
There are three steps to the team coaching process:
1- In the first session, we identify the issues, agree on a common goal, and analyse the gaps. This often involves:
- Defining the team’s purpose and priorities – this may involve group work on vision, mission and values
- Identifying barriers to performance, including the sources of conflicts
- Ensuring the ‘elephants in the room’ are acknowledged and dealt with openly
- Helping recognise blind spots and giving objective feedback
2- The next step is to devise a process to get to the common goal. We collect all the information and chart the path that will take us there. The process includes:
- Establishing practical ways to overcome barriers for the team
- Encouraging the team to think broadly, but practically
- Coming up with ideas, processes and tools to facilitate forward movement
- Building the team skills development plan
3- Finally I help keep the team on track towards their goals. This often involves coaching the leader individually and sometimes the rest of the team too.
The process is geared towards making the team self-sufficient. At the end of the programme, they have the awareness, the skills and the confidence to maintain the momentum created during the coaching.