In the knowledge economy, teams are the principle means by which work gets done and organizational value is created. There is a persuasive case to be made for team coaching as a viable way to deliver improved team performance. Coaching provides the structure, support, and empowerment that allows teams to learn, practice, and integrate new behavior. 

Coaching works because it works on the underlying abilities that deliver visible results. The ultimate goal is to improve team performance, in whatever way that improvement is measured by the team or organization. The focus of the coaching is not on the results themselves, but a more resourceful team - a team that can deal effectively with a broad range of challenges successfully, and adapt to new challenges with agility.

Coaching is a Change technology that, properly delivered, it’s a catalyst for achieving goals and developing new competencies. There are other options for short-term impact, but if the goal is sustainable, adaptable, resilient, higher-performing teams, coaching is the ideal fit.

Dispersed Team

Teaming, coined deliberately to capture the activity of working together, presents a new, more flexible way for organizations to carry out inter-dependent tasks. Unlike the traditional concept of a team, teaming is an active process, not a static entity. Teaming blends relating to people, listening to other points of view, coordinating actions, and making shared decisions.


Dispersed Team

Co-located Team

No team is an island; all teams exist within an ecosystem of teams in the organization; all depend on each other for organizational results. The cross-fertilization that happens as higher-performing teams interact will have an impact on the performance ecology of the organization. Improvement in one team's culture almost inevitably results in improved relationships with stakeholders.                  


Co-located Team

Our Approach to Systemic Team Coaching

The Customer Experience


COMMISSIONING from Stakeholders on what the team must deliver.


CLARIFYING primary purpose, values, strategy, and objectives.


CO-CREATING interpersonal & team dynamics and team culture.


CONNECTING and engaging with all the key stakeholders.



CORE LEARNINGS on the team's dynamics & effectiveness.

The Coach's Role


SCOPING agreement and relationship building.


INQUIRY into the team and its goals and objectives.


DEVELOPING the team coaching agenda.


EXECUTING to fulfill the development agenda.


REVIEW learnings of the team and evaluate coach. 


Amy C. Edmondson

Teaming: How Organizations Learn, Innovate, and Compete

Simon Sinek

Trusting Teams: The Infinite Game

Amy C. Edmondson

How to turn a group of strangers into a team






Leadership Insights for Women in STEM
Something went wrong. Please check your entries and try again.
Scroll to Top