What we do

Team coaching focuses on improving overall effectiveness of a team in its ability to work as a team. Team coaching not only works with processes, but also address relationships with the team and external stakeholders, improving well-being and facilitating team development.

Team coaching differs from individual and group coaching in that the object of the coaching is the team, rather than the individual or the individual within the group. Team coaching is about achieving team goals, however it is about motivation at the individual and the team level. 

Team effectiveness refers to the capability within a team to achieve results. It includes not only the ability of the team to perform, but also the ability of the team to work together and to improve their capability over time. The impact of the team on the well-being and development of team members is another important measure of team effectiveness.

Team coaching is a process where a coach works with a team to improve their collective performance and their ways of working together. Team coaching often involves the use of a team effectiveness diagnostic to identify helpful or unhelpful factors impacting team performance. The coaching then uses this data to guide the focus of coaching.

Expert team coaching can support the highest functioning* of a team through the coach’s understanding of group dynamics, including group development, psychological safety and collective intelligence.

*but you need certain pillars in place before team coaching can help.

We support leaders of teams to lead their teams well.

Coaching is a practical approach to helping people achieve what they want. You and your coach create a trusting and focused working relationship where you explore and refine what’s important to you, where you are now and where you want to be, options for getting from A to B, and actions to get you there.

Executive coaching supports sustained growth and development in areas like strategic thinking, decision-making, communication skills, leading teams and driving the success of an organisation.

Coaching is a practical process where the coach listens, asks questions and helps the client define and clarify where they want to be and how to get there.

The coach will use their understanding of psychology, behaviour change and coaching processes to support the client to be accountable to themselves and to address anything that might be betting in the way of the client taking action in the areas that are important to them.

The client does the work. The coach plays an important supporting role in this. As the client is doing the work’ there is often significant learning and, change to mental models that happens through the actions they are taking in the real world.

When choosing a coach it’s a good idea to consider 2 or 3 coaches before making a decision about who to work with. When having initial conversations with coaches, consider how you feel towards the person and if you could see yourself working with them. The quality of the relationship between you and your coach is one of the biggest predictors of coaching success. It’s helpful to like and respect them to be able to develop a strong working relationship. The coach will also be evaluating if you are a good fit as a client for them!

Listen to the way the coach describes their approach. Listen for them being clear about the difference between coaching, mentoring and consulting. A good coach doesn’t need to have experience in your industry to coach you well, although this may be useful.

Consider the coaches qualifications. Coaching is an unregulated industry and the standard of coaching can vary. Look for qualifications in psychology, coaching psychology or someone who is a member of, and preferably qualified with, a respected coaching organisation. This is an indicator that they have had specialised training, adhere to a code of ethics and engage in their own continual professional development and supervision.

Ways to promote wellbeing at work include providing a safe and healthy work environment, promoting positive relationships and communication within the workplace and treating employees fairly. Wellbeing at work can be supported by addressing psychosocial risks, offering wellness programs and through leaders modelling work-life balance.

Organisations that prioritise employee wellbeing tend to have lower rates of absenteeism, turnover, and workplace injuries, and can attract and retain talented employees. In addition to clear financial benefits, investing in employee wellbeing can have positive impacts on employee engagement, productivity and creativity. 

By definition, engagement is the antithesis of burnout and as such, measuring employee engagement is one one approach that helps to identify risks related to the wellbeing of your teams. Having a sense of functioning well, experiencing positive feelings day to day and feeling overall that one’s life is going well is the definition of mental wellbeing. Mental Wellbeing refers to the  feeling and functioning  aspects of wellbeing and Subjective Wellbeing is the self-evaluation aspect of wellbeing.

Measure the wellbeing or engagement of your organisation using validated measures. Analyse the data to identify strengths and development opportunities in your current approach. Review your approach and keep doing what you’re doing or make adjustments based on the data collected. Re-measure and analyse the results to identify significant improvements or deterioration. Rinse and repeat.

Psychometric assessments are standardised and objective measures that are designed to provide insights into someone’s behaviour, thoughts and feelings. Psychometric assessments are used in various contexts, such as  leadership development, recruitment, career development. They can provide valuable insights into an individual’s strengths and weaknesses, help identify areas for improvement, and inform decision-making processes.