Team Coaching Process

Engagement, Empowerment, Proactivity - Team Coaching

Many public sector organisations are aligning their strategies and operations with climate action and social goals, engaging diverse stakeholders, and promoting inclusivity and equity in decision-making. What is clear is that managers cannot meet these challenges alone. The changes require engaged people who are empowered and proactive. By providing support for team members to discover their own answers and solutions to a shared issue, an effective team coach can harness the team’s full potential.

 

Is team coaching similar to group coaching or team building?

 

Team coaching is…

 

  • … more about awareness of what creates sustainable teams
  • … less about about bonding of the current team
  • … More about on-going relationships and roles.
  • … Less about specific decision making or project processes

 

Effective team coaching programmes prioritize the team’s ownership of both the program’s content and any associated events. In essence, the team is the client, and their leadership and control of the agenda is a fundamental aspect of the coaching process. GreenHouse Group follows a robust framework to discover and deepen our understanding of the team context and create meaningful objectives, as well as the conditions to make to set the team up for success.

Team Coaching Process Highlights

  • Defining Objectives before the Coaching

    • The coach works with the team’s manager to understand the needs and objectives.
    • The coach will then involve team members by conducting a series of 30 minute structured interviews (a 180°) that is designed by the coach in line with the needs and objectives of the manager.
    • The coach collates answers, hypothesizes about the needs of the team and shares this with the manager and team.
    • The final objectives are created in the first team session.

  • The First Session

    The coach contracts with everyone to agree a charter which clearly defines the role of the coach, the manager and the team. Objectives are set at both the operational (the what) and the relationship (the how) level. The coach supports individual members of the team to speak up to create alignment as voices of the system, if there is a lack of buy-in.

     

    Outside of the first session the coach and manager check that team objectives align with the institution’s objectives and that the coaching is supported by the manager’s manager (to try new approaches etc.).

  • Measuring Objectives

    Once the objectives are set, the team agree on a score out of 10 of where they are now in relation to each individual objective (with 10 being the optimal). This provides the benchmark at the start of the coaching.

  • The Final Session

    In the final team coaching session, the team makes a final review of progress against objectives using the benchmarking process and compares this to where they were at the start so that the “Before” and “After” picture can be reviewed. A final report captures the end result against the initial objectives.