Objective: to discover the strengths and development opportunities of the team, set development goals and create an action plan for their implementation. The process promotes getting to know individuals and the team, develops the ability to notice strengths and resources, teaches to set focus and formulate realistic goals that require effort.
Format: Team coaching most often used when a team has problems with trust, cooperation, relationships, rapid or major change, or when there is a change of manager or other team members. Team coaching can take place as a follow-up to an organisational survey or as part of a package with the Tripod Team report. It is a three-way (team manager, coach and team) collaborative process consisting of the following steps:
- The coach meets with the client (usually the HR manager) to clarify the initial objective, and often the team leader is immediately involved. As a rule, the first meeting takes place in the team’s environment. During the meeting, the focus of the coaching and the client’s expectations are specified. Once the objective is confirmed, the details of the process are agreed upon – coaching scope, time, and place. The coach advises the manager on how to introduce team coaching to the team (what is the purpose, what is the process called: team day, development day, coaching, etc.).
- Diagnostics (if necessary). Sometimes it is necessary to gather additional information about what is going on in the team through interviews, testing, surveys, or other methodologies before starting to work with the team. Tripod also offers the Tripod Team report for team analysis. The results of the diagnostics are summarised by the coach for the team leader.
- The manager informs the team about coaching.
- Team coaching. Coaching can be a one-off workshop or a longer development process. A variety of techniques and methodologies are used to address client issues. At the end of the coaching day, key development objectives and activities are agreed, together with an action plan. The coach asks the participants for feedback on the team coaching day. At the end of the team day, follow-up activities are agreed with the manager – what the manager will do and how the Tripod coach can support the manager in the future.
A follow-up meeting is agreed to assess progress in 1.5 to 2 months.
- Evaluating progress: mid-term review. To be held in 1.5-2 months, lasting 1 to1.5 hours. Together with the team, implemented activities are reviewed and progress is celebrated. Obstacles encountered are addressed and ways forward discussed. If necessary, targets are adjusted. At the follow-up meeting, it is agreed to either continue or end the coaching process.
Outcome: concrete team objectives (e.g.: improved cooperation, increased effectiveness of feedback, etc.).
