The Leaders’ Playbook: A Modern Leaders' Guide to Team Coaching

Teamwork makes the dream work. However, if you start taking team synergy for granted, that dream can quickly turn into a nightmare. That’s where leadership coaching comes in. Although there are several types of leadership coaching, both one-to-one and one-to-many, team coaching presents an interesting way to foster better dynamics between individuals. But only if you find the right person for the job.

Who is a Team Coach?

Team coaching usually has one coach. This could be a trained professional or even just someone within the organisation, working with a group of managers or executives. They hold the responsibility of either conducting a session that results in the betterment of everyone’s workflow, or one that feels like another meaningless corporate activity with no real value. But don’t worry. That’s easily avoidable if you remain mindful of a few simple things.

Conducting Effective Team Coaching in Your Organisation

It might seem like a daunting task but becoming a proficient team coach and leader requires certain qualities that can be adapted by most individuals. Here are some actionable (you can start today!) steps for leaders who might want or need to step into this role:

Learn Together

Facilitate team learning by encouraging members to practise diverse behaviours for enhanced individual and team effectiveness. By regularly assessing and moderating these behaviours, everyone is able to pick up on things that can nurture or hinder their work and well-being.

Share Shortcomings

Encourage honesty and transparency by highlighting the good, the bad, and especially the ugly. This not only allows us to learn from each other's experiences, but also builds interpersonal trust which reduces collective friction within the organisation.

Remain Impartial

In this role, it is crucial not to align with any specific sub-groups or individual members. Regardless of seniority, it's essential everyone perceives the coach as neutral. This neutrality builds an environment where the coach can guide the team without being influenced by internal dynamics.

This may mean that someone outside the team can be better placed to coach the team. Being a team coach to another dept can be a really fulfilling way of serving your organisation, expanding your skill base and learning more about other parts of the organisation.

See Bigger Picture

Identify the intricate dynamics of the organisation, recognising the team's role within the broader system to address challenges effectively.

Ensure Inclusive Participation

Keep an eye out for even the least vocal ones in order to ensure that every team member is heard and actively contributes to discussions. This involves being attentive to diverse styles, beliefs, team dynamics, and alliances. Only by tapping into the perspectives of all members can the team fully realise the multiplying benefits of collaboration.

Accept Ambiguity

Embrace the unpredictable aspects of team dynamics, adapting coaching approaches based on the unique working style of the team rather than imposing rigid expectations. Forcing people to work the way you do does more harm than good anyway.

Manage Boundaries

Stay aware of the various relationships within the team, effectively navigating within the dynamics between coaches, the team as a whole, and the organisation.

Create a Safe Space

High-performing teams engage in constructive challenges and open discussions. This secure environment enables the team to address necessary issues and develop a culture where diverse opinions can be expressed without fear of negative consequences.

Be Patient

Acknowledge the gradual nature of team coaching and resist the temptation to expect immediate results. Wait for the paint to dry. Persistence and patience contribute to enhanced team and individual performance.

How to be a Better Team Coach?

Although there are plenty of attributes that coaches could embody, the best ones value the collective success of the entire team rather than focusing solely on individual achievements, thereby underscoring the critical importance of collaboration in achieving common goals.

They operate strategically within the organisational framework, ensuring that the team's efforts align with broader goals and functions effectively within the larger context. This strategic understanding is pivotal for skillfully guiding the team towards overarching objectives.

Not only that, but they also excel in diplomacy and relationship management, demonstrating an acute understanding of the individual requirements of team members. This proficiency extends to fostering unity within the team and aligning efforts with the broader objectives established by organisational leadership.

Building a high-performing team, as mentioned earlier, should be recognised as a gradual and continuous process. Therefore, a good leader needs to know that slow and steady is the only way to win certain races.

Behaviours to Steer Clear of (What NOT to do)

Team coaching is a dynamic process that can propel teams to new heights of collaboration and performance. However, just as there are key competencies to embrace, there are certain behaviours that team coaches should avoid to ensure a positive and effective coaching experience.

Ethical Grey Areas

It's essential to maintain a clear distinction between team coaching and other team development modalities, such as team building or training. Team coaches should resist the temptation to favour specific sub-groups or individuals, ensuring an unbiased approach that encourages trust among all team members.

Bias and Subjectivity

Maintaining a coaching mindset requires coaches to remain objective and aware of team dynamics. Avoid falling into the trap of personal biases that could cloud your judgement. Engage in coaching supervision when needed to gain valuable insights, support, and accountability, helping you stay on the unbiased path.

Neglecting Trust and Safety

Encourage open and honest communication among team members, allowing for the expression of feelings, concerns, and suggestions. Neglecting the cultivation of trust and safety can stifle team engagement and hinder the exploration of innovative ideas.

Passive Listening

Active listening is a cornerstone of successful team coaching. Recognise how individual contributions impact the collective team dynamic, and identify communication patterns. Encourage team members to pause and reflect on their interactions too.

Overlooking Team Growth Opportunities

Effective team coaching is not just about maintaining the status quo but facilitating growth. Avoid the pitfall of overlooking opportunities for team development. Encourage dialogue and reflection to help the team identify goals and steps toward achievement. Guide the team in owning their dialogue and taking ownership of their growth journey.

But what does all of this look like in practice? Let’s put it to the test.

Real World Scenario

Sarah, a skilled coach, kicks off a dynamic coaching session with the executive team. She initiates the meeting by opening the floor for open dialogue, reassuring team members that their insights are valued. As the discussion unfolds, Sarah actively listens to each participant, acknowledging the diverse perspectives within the team. When challenges arise, she tactfully poses questions, encouraging the team to avoid assumptions and explore innovative solutions.

Recognising the importance of team cohesion, she leads the group through a team-building exercise. This activity not only strengthens interpersonal connections but also lays the groundwork for a unified team identity. Following this, Sarah facilitates a collaborative process where team members contribute to defining specific, measurable objectives for the upcoming quarter. Together, they develop a detailed action plan, outlining individual responsibilities and timelines to ensure clarity and accountability.

As the session concludes, Sarah encourages reflective discussions among team members. Each participant shares their key takeaways and personal commitments to the team's success. This reflective element reinforces a culture of continuous improvement and accountability. The team leaves the boardroom not only with a strategic plan for the future but also with tighter bonds, a shared vision, and a renewed commitment to achieving their collective goals.

In this detailed scenario, Sarah's skills guide the team through a comprehensive session, addressing various aspects of team dynamics and strategic planning. Although this scenario was hypothetical, it really doesn’t need to be.

Start Your Coaching Journey Today

If you're taking on the role of a leader/coach and sticking with it, you'll notice (sooner rather than later) a positive shift in how the team and its individuals function.

Take it slow, bring in a fresh perspective, and contrary to what I’ve said above, don’t be afraid to break some of the rules. No two teams are the same, and trying something different within your team that addresses its unique needs, could just be a changing point for the way they work together.

That being said, remember the first piece of advice. Start slow, start small.

Keep leading the way, and here's to happy team coaching! 🚀

If you found this article helpful, feel free to reach out for more help.

I've led diverse teams globally but what truly brings me joy is partnering with ambitious executives on their journey to success and leadership greatness. By standing beside them and sharing carefully curated tools from my extensive experience, I've witnessed (and facilitated) remarkable transformations.

Yours could be up next!