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TALKING TEAMS: PREPARATIONS FOR A JOURNEY

Team coaches cannot turn around dysfunctional teams in a day. It takes longer and the path to it is just as important. Georgina Woudstra offers 10 waypoints Individual coaching is often described as a journey. There’s a start, a middle and an end and they each emerge through regular sessions and the passing of time. […]

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TALKING TEAMS: IS YOUR TEAM COACH-READY?

Georgina Woudstra seeks to stimulate thinking around the growing landscape of team coaching. This issue: two frameworks to gauge team readiness Imagine this scenario: you get a call from Sue, the HR director of a firm whose managing director has asked her to find a coach for his team. The team has 14 members, comprising […]

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PULLING TOGETHER

Team coaching helped one council team become more goal-focused, more cohesive and more reflective, with greater organisational confidence in its ability to lead with the future in mind. Georgina Woudstra reports I was brought in to coach the senior leadership board by a council CEO who’d been in post for one year. His view was […]

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TRIED AND TESTED: THE ‘PERILLS’ OF COACHING

David Clutterbuck shares PERILL: a pragmatic model of team function and dysfunction for use in team coaching Over the past 10 years, I have introduced a stream of trainee team coaches across the world to two models in particular: Lencioni’s (2002) and Hawkins’ (2011). In their feedback and presentations on practice, it’s clear that clients and […]

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SPECIAL REPORT: DREAM TEAMS

Team coaching is on the rise. But is it all adoption rather than adaptation? And who is leading the demand – coaches or their clients? In this indepth report, Liz Hall examines the state of play in team coaching applications 2018 may well turn out to be the year team coaching truly took off. Increasing […]

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RESEARCH MATTERS: TEAM COACHING – TRIALS AND OPPORTUNITIES

Dr Judie Gannon and Sue Fontannaz from the International Centre for Coaching & Mentoring Studies at Oxford Brookes University reflect on the academic and practitioner debates around team coaching While team coaching continues to receive more attention in the practitioner media, the empirical evidence for this area of coaching remains relatively thin. Team coaching is […]

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TALKING TEAMS: SMALL IS BEAUTIFUL

This new column by Georgina Woudstra seeks to stimulate thinking around the growing landscape of team coaching There is a growing need for team coaching. The 6th Ridler Report (www.Ridlerandco.com) forecasts that 76% of organisations expect to increase their use of team coaching over the next two years. Yet it is still in its infancy […]

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RELATIONAL TEAM COACHING – DARING TO DANCE ON THE EDGE: COACHING AT WORK CONFERENCE 2017

‘Something’s just happened’, said Georgina Woudstra to open her session at Coaching at Work’s annual conference on 5 July . She went on to share her own experience of taking a relational approach to team coaching, as well as her journey in developing this approach. By Sarah Dale “Presence and awareness are at the heart […]

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TEAM MASTERY DIPLOMA TO DEEPEN COACH PRACTICE

Coach development organisation Executive Coach Studio is launching a team coaching course this Spring. The Diploma in Team Coaching Mastery is a 12-day programme structured into four modules: Team Coaching Fundamentals, Relational Team Coaching, Psychology of Teams, and Integrating Team Coaching. The first module will run on 17-19 May. The Diploma is aimed at experienced executive […]

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Team coaching: systemic approach is ‘vital’

Academy of executive coaching annual conference, 9 November 2012, London

Team coaching: systemic approach is ‘vital’
Knowing when to start team coaching can be tricky, say two team coaching experts.
“Do you wait until the team is stable or start where they are? It’s very fluid and there are no clear answers,” said Louise Buckle, lead coach at KPMG, who co-presented with executive coach Hilary Lines at the Academy of Executive Coaching’s annual conference on 9 November.
Buckle said taking a systemic approach is vital when doing team coaching as most people belong to more than one team.

“The systemic approach is so important because rarely do you find anyone who is part of just one team. [People] get pulled in lots of directions and arrive at the table with baggage from the last team. There is an individualistic targeted culture at KPMG – are you part of us or not?”, said Buckle, who was recently working with two teams and had one person in both.

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