Team Coaching
• The Challenge
Staff retention has been a major issue for most companies, particularly post-pandemic. This has been fuelled by a multitude of factors ranging from general dissatisfaction, challenging geopolitics, hybrid working, lack of leadership engagement, business uncertainty, poor transparency in the workplace and a lack of career pathways, amongst many other factors.
We have developed a leadership development series consisting of up to 10 modules that can be used in isolation or in combination. These were borne from our experience of dealing with leadership teams around the world. Even the most accomplished leaders are not always fully engaged or aware of the real issues. The modules are designed to provide high level insights into various leadership topics, which will raise awareness and let the participants think more deeply about the specific challenges they may not have even been aware of.
Continue Reading: → Team Coaching Boutique® Leadership series
Continue Reading: → The Expectation vs Success Balance for Individuals and Teams
It is considered that a team can be defined not just by its competence leading to its overall performance, but by its energy, passion, engagement, and curiosity. All these factors are essential for a team to perform. If we look at curiosity, that can be both individual and collective, although the latter can be difficult to define. To an extent collective curiosity can be defined by the culture that surrounds the team and is embedded within it. Levels of engagement can show up within the team and in the way that the team interacts with other teams or staff members.
The quote goes ‘and the truth shall set you free’ but it omits one intertwined crucial element and that is the other ‘T-word’ Trust.
If we recall what some of the key attributes of a team are,
Regularly, we start from the assumption that Teams are formed in a way that they will be harmonious throughout their tenure, but often this is not the case. Teams can start well with an air of civility, but tensions can lie below the surface. It is critical that these tensions or hidden stresses are surfaced at the start. If not, these will be left to fester and will ultimately cause dysfunctionality in the team, thus reducing their effectiveness.
The Illusion of Teams
“Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare” Patrick Lencioni, 2002
To many working in and leading teams, the notion that teamwork could be considered ‘rare’ may be met with some doubtful questioning. However, to understand whether this statement has truth, we must explore several questions