Coming together is a start, staying together is progress and working as a team is success. A successful team is not built in a day. It takes time for a team to build a high level of trust and performance. From the birth of the team, during which individuals focus on their task and tend to work in silos, to the consolidation that combines performance and quality of interactions. For this, many stages and processes must be respected. However, team coaching offers the solution.

Team coaching offers the solution:

Team coaching enables the leader and all team members to become aware of the key factors necessary for success and to manage to consciously put them into practice. In which situations is team coaching useful? How does team coaching work? What is the position of the team coach? How does team coaching engage the responsibility of each individual?…. So many questions, and therefore answers, allow us to lift the veil on this type of coaching with an approach at the service of the system and the collective.

In what situations is team coaching useful?

Today, many leaders ask for individual coaching, but in many cases, it is about working with the leader and his or her team. Team coaching is long-term support for the leader and all team members, with the goal of optimizing cooperation. The power of the team is greater than the power of each individual member, and the role of the team coach is to facilitate this sense of solidarity and alignment. To migrate to the high-performance team phase, members and their leader, through team coaching, seek to improve the quality of their interactions with each other and with the rest of the organization.

In this way…

Team coaching allows its members to align themselves with common operating principles, to regulate possible difficulties, to reinforce the feeling of belonging and collective pride. And finally, to project themselves into the future with an action plan. The objectives of team coaching vary according to the needs, some clear examples are:

• Align around a vision, a mission and a raison d’être.
• Redefine the roles and responsibilities of each person.
• Launching a major transformation project and involving the entire team in these changes.
• Team coaching helps to establish the team’s operational processes and methods.
• Optimize communication and decision making methods.

In addition…

• Team coaching helps to increase commitment and motivation.
• Resolve conflicts.
• Welcoming a new leader or new members.
• Celebrate successes.

How does team coaching work?

Team coaching is a long-term process, with an average of 4 to 6 months of support depending on the defined objectives.

As José. L. Meléndez CEO of ChVmpion Mind says:

Very few people have a strong willpower to maintain healthy habits or to take them towards great achievements, but many people have enough talent to take giant steps, if only they would rely on methodologies such as ChVmpion Mind”.

Therefore, the support of a structure is a fundamental factor when it comes to successful coaching. ChVmpion Mind is a platform that allows you to obtain the benefits of a traditional coaching, where Agile coaching, technology and science are combined in one place and without the need of the figure of the coach and that proposes a 21-week plan where you can achieve personal goals, changing life habits, and also achieve professional goals, through increased productivity and job performance.

The stages of the team coaching process:

Here are the stages of a process that must be respected; in order to achieve teamwork success. Statistics show that in addition to a salary increase as a means of motivation for employees, they also require conciliation, job stability, achieving a career within the company, a good working environment and a culture of support and teamwork.

First stage: Diagnosis of team performance.

The first stage of team coaching consists of an inventory of the team’s functioning. This usually involves interviewing the leader and each team member, and sending questionnaires to a larger number of people in the organization. The feedback received on the functioning of the team (level of trust, level of cooperation, modes of communication, decision making, etc.) is synthesized and highlights the team’s priorities for action.

Second step: Defining a clear contract and proposing the appropriate support

The gap analysis, the mismatch between the situation in which the team finds itself and the objectives pursued, are first presented to the leader to obtain his agreement on the diagnosis. The team coach proposes the best team coaching approach according to the team’s diagnosis. This diagnosis and the coaching approach are also shared with the team to involve everyone in the change and prepare the collective coaching. As in individual coaching, the coach establishes a contract of objectives with the leader and the team on the expected results. The coach is careful to establish the contours of his or her role with the leader. He checks what the leader expects from him and positions himself according to the objectives: challenger, mirror of the team’s behavior, provider of feedbacks and feedbacks, facilitator of the meeting, etc.

Third stage: Supporting the team over time.

Team coaching alternates complementary sequences:

• Team seminars (often referred to as “green seminars”), designed to work on optimizing team coaching cooperation and alignment around action plans.
• On-site team coaching sessions during which the coach observes interactions between team members and provides feedback to support team progress, validating the team’s progress towards defined objectives.
• Reflection time with the leader and some team members.
• Individual coaching time if needed.

Stage 4: Taking stock of the team coaching and defining perspectives

• Team coaching deserves to end with a real work of visualization by the team of the road travelled, of its current areas of progress, of the return on investment of the work done.
• The evaluation at the end of the team coaching process must be formalized by the manager and the coach before being shared with the team. A feedback from the manager to each person on his or her contribution and on his or her professional development prospects for the following year can also be organized.
• The team coaching balance sheet is managed more like a dynamic profit and loss account and a development forecast for the time to come.

Remember…

Successful team coaching requires a real willingness to change on the part of the team leader. This will allow the team to grow and develop. The leader will have to accept to be in parity with the whole team, to receive feedback and to listen to the feelings and proposals of his team. As for the team members, they will also have to accept to grow in autonomy, demonstrate their commitment, communicate with transparency, accept true co-responsibility and, above all, mutual challenge and humility.