For Organisations
Team Fundamentals
For
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Incredibly busy team leaders keen for quick productivity wins
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Achievement-oriented teams who have higher employee turnover than expected or...
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Teams that do very well on maintaining relationships but have challenges on hitting milestones
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
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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Skill building in team essentials including, values & purpose, flexible leadership, accountability, feedback and conflict management
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Optional: team coaching for accelerated results
Why CoachLab?
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Extensive experience in building team skills 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
Investment
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Team coaching is economical as all team members are engaging, learning and supporting each other during team coaching interventions
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Engagement costs range from $2k-10k depending on size of team, objectives of intervention, and how quickly changes need to happen.
Questions? Please reach out below.
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...
"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.
The transition period was tough. Conversations took longer but decisions were made more quickly."