Team Coaching
When a workshop is not enough
Does this sound familiar: the mood is good after a team day – and four weeks later everything is back to how it was?
A workshop can set a lot in motion. It can bring issues into the open and lead to shared agreements. What it cannot do on its own is change entrenched patterns for good. That takes several sessions, time to try things out in day-to-day work, and someone who asks what became of those agreements.
Team coaching makes sense when a conflict has been simmering for some time and involves several people. When a team needs to find its footing again after a restructuring or a change of leadership. When agreements from an earlier workshop did not hold. Or when collaboration is so strained that a single session would be more likely to open things up than to resolve them.
Over several sessions, we work on what is actually happening between people: unspoken expectations, roles that were never clarified, and conflicts that everyone senses but no one names. Between sessions, the team tries out in daily work what was developed together. At the next meeting, we look at what worked, where old patterns have returned and what is needed next. The leader takes part in the process as a member of the team.
Before we start, I hold individual conversations with everyone involved to understand their different perspectives. What is said in those conversations remains confidential. In the joint sessions, we work only with the topics the team itself brings.
