Team Coaching
What is Team Coaching?
• On an individual level: helping executives / professionals in a small group to develop, unfold and become more productive;
• On a team level: strengthening the cooperative, problem-solving and learning skills of the entire team.
We focus on problems causing the greatest concern for the team during team coaching sessions. These sessions always concentrate on problems taken from the everyday-work-life of team members, and focus on the functioning of their teamwork.
Team coaching does not have to be a stand-alone development program. It may also be used to assist the follow-up of trainings: it ensures that methods learnt during the training are not forgotten, and that problems emerging during the course of introducing and applying such methods are successfully resolved. Thereby team coaching can contribute to internalizing the operational ways learnt during the training and to make changes lasting and real.
In what ways does the team structure make this coaching form unique?
• Team coaching is a unique blend of coaching, facilitation and training;
• Apart from the coach both team members and the entire team have a role in the development of the individual;
• We use the techniques of dialogue and active listening to assist team learning.
What are the benefits of Team Coaching?
• Result-orientation: Team Coaching helps the team to clarify and achieve its aims.
• It builds on the experiences, skills and talents already present within the team.
• It promotes and makes mutual dedication and responsibility lasting.
• It enhances the effectiveness of communication.
• It appreciates and builds upon the dissimilarities within the team.
• It promotes the creation of an atmosphere full of appreciation and challenges, where members can perform to their fullest potentials.
• It manages group dynamics, a critical factor of team efficiency, in a way that the team can achieve the highest performance possible.
Who is it recommended for?
• Organizations where the homogeneous spheres of executives or experts (with identical or overlapping development needs) are easily separable. The method can be applied to both actual teams and groups, whose members are only connected by their identical positions and thereby similar problems.
• Organizations undergoing a culture change process, where new values and new behaviors need to be dispersed.
• Executive teams where, besides individual development, there is also a desire for enhancing cooperation and a better understanding of each other.
• Executive teams, where fundamental changes have happened (many new executives or new chief executive; strategy change etc.)