For Organisations
Team Fundamentals
For
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Incredibly busy team leaders keen for quick productivity wins
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Internally supportive & protective teams that have trouble hitting milestones, or...
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​Achievement-oriented teams who have higher employee turnover than expected
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Results
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Improvement in management and interpersonal skills
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Engaged team members
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Measurable improvement in team's output
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How
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Baseline self-assessment by the team and team lead
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Debrief identifying quick wins and important development goals
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Training in team essentials such as accountability, feedback and conflict
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Optional: team coaching for accelerated results
Why CoachLab?
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Extensive experience in training and coaching teams in a fast-paced environment
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Quick to build trust because we have worked in demanding corporate and project environments
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ICF credentialled coaching adhering to ethical standards and quality delivery
Typical Engagement
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Discussion with team's sponsor and other key stakeholders on expected outcomes and agree on expected scope with frequent checkins throughout
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Team member and team lead self assessments using the PCS diagnostic
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Debrief results with team lead, team and potentially sponsors or key stakeholders
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Set and review progress on team development plan which may include a mix of training and coaching.
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On-site and on the spot team coaching by attending meetings.
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Facilitate training on core team skills such as feedback and conflict
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Typical engagements run from 4 months to a a year. Average engagement with the team is a half to one day/month
Stories from the field
Ruth describes a lightbulb moment with one team undergoing conflict training...
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"The story the team was telling themselves was that they were highly collaborative. The values statement up on the wall was, to them, confirmation that this is what was actually happening.
However, the team performance suggested otherwise. Decision making was laboured and their executive was becoming frustrated.
Their lightbulb moment came during the training when they mapped out the conflict style of the team as a whole. They realised they were sacrificing the objectives of the team by avoiding conflict to 'save' the relationship.
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The transition period was tough. Conversations took longer but decisions were made more quickly."