Leadership Team Coaching

Leadership Team Coaching

The success of any organisation is dependent on high functioning senior leadership teams.  Team coaching ensures that groups of competent individuals can function powerfully as a top team. 

A surprising finding of the research is that teams do not improve markedly even if all their members receive individual coaching to develop their personal capacities…. High functioning teams is not an additive function of individuals becoming better team players, but rather an entirely different capability” Wageman et al 2008

Do people in your team meet outside the room in small factions?
Does the senior leadership team just say yes to the CEO?
Does the team drown in reporting and data and lose direction?
Do people turn up late and spend most of the meeting on screens?

The entire organisation will benefit from high functioning senior leadership teams. Wise teams enlist the support of competent facilitators at strategy days, team alignment and regular leadership team meetings.

Team coaching for the leadership team will:

  • Develop team charters for effective teamwork
  • Solve communication blocks and reduce internal competition
  • Identify and harness the differences in the team
  • Decipher upsets and get back into alignment
  • Ensure the top team is working strategically
  • Achieve and innovate beyond the everyday business demands
Leadership Team Coaching Case Studies

CASE 1

Maxine has been working with Loretta as her coach for several months when she asked for some help with the rest of the executive team. Although she had worked hard at building a united team, Maxine was now concerned about how "nice" her team was to each other. She worried that the politeness was preventing robust debate and progress was slowing as a result.

Maxine got agreement from her team to proceed with some team coaching and Loretta first met one to one with each member to identify themes.  As the issues were shared back to the team, some questions emerged and Loretta facilitated a group discussion about how the team worked together. Together the group identified ways to introduce more vigorous processes to their work together. They were then better able to bring some different and potentially conflicting perspectives to the table.  The group gained energy. And momentum.

CASE 2

When John took over the leadership of his organisation he assessed the strengths of the current executive team and hired the right people to fill any gaps. With a talented team in place John felt ready to begin to address the high profile challenges the group was facing.

After some moths John felt that his team were still only a loosly connected group. They were still performing as of individual contributers but together they still fought for their own agenda and failed to demonstrate a sense of shared direction. The team began to openly squabble and were failing to address the important issues. John wondered if he needed to start again with new team members. But his people were the best available.

John enlisted the help of Loretta and they began a process of work to get the team ready to work collaboratively. What John realised he hadn’t done was to spend time crafting the team and preparing them to work together.

MYTH: A group of smart, talented and experienced leaders will be able to operate as a great team