Through our team coaching, we help teams to strengthen their collaboration and achieve common goals. This can involve, for example, improving communication, conflict resolution within the team as well as joint decision-making.

As different as the teams are, so different are their topics. Nevertheless, there are of course topics and concerns that occur more frequently. Typical concerns are

• Improving communication within the team
• Feedback within the team
• Conflicts and conflict management in the team
• Clarification of roles and responsibilities in the team
• Developing a vision, goals and roadmaps
• Taking stock: What is going well? What should change? What are the concrete steps to get there?

The Tuckman model (Tuckman, 1965) describes four phases that teams typically go through repeatedly: Forming, Storming, Norming and Performing. Team coaching can play an important role in each of these phases:

Forming (shaping phase): In this initial phase, team members get to know each other, and initial structures emerge. Team coaching can help to create a strong foundation for collaboration. The coach supports the team in defining common goals, clarifying roles, and developing an understanding of individual strengths and weaknesses.

Storming (conflict phase): This phase is characterized by disagreement and conflict as team members jockey for position and different working styles clash. A team coach can act as a mediator in this phase, helping to resolve conflicts constructively, improve communication channels and promote mutual understanding.

Norming (standardization phase): In this phase, the team begins to work together more effectively, and common norms and ways of working develop. Team coaching can help the team to consolidate these processes, strengthen collaboration and further improve team effectiveness.

Performing (performance phase): In the final phase, the team works highly efficiently and independently. Here, the team coach can help to keep performance at a high level, support the team in continuous improvement and prepare them for changes or new challenges.

Team coaching typically takes place in workshops and lasts one to three days.

We start our team coaching sessions with check-ins to (mentally) arrive and loosen up. This is followed – in line with the developed concept – by a mixture of (self-)reflection and exchange in small groups, input, and impulses from the trainer, trying out and experiencing the new impulses, changing perspectives, and feedback rounds with resource orientation. 

We end our team coaching sessions with concrete transfers, feedback and check-outs.

Ideally, we offer a digital follow-up of at least 1.5 hours after a couple of weeks to constructively reflect on and work on possible hurdles and challenges in the implementation projects together. 

During the team coaching, we see ourselves as process facilitators who provide methods and maintain the (mental) space. The participants are responsible for the content and results. As coaches, we support the development and creation of the content by asking systemic questions. If it is appropriate and desired, we offer impulses and input on specific topics and our experiences.

Write us an email or give us a call to arrange an initial meeting to get to know each other. During the introductory meeting, you will get a better impression of us and we will learn about your concerns and the situation your team is dealing with.

Based on your key data, we will send you an offer.

Once we have confirmed the offer, we will meet for an order clarification meeting. Here we talk in detail about your request and your needs. Initial ideas for a suitable concept and approach for the team coaching will emerge.

Based on your request, we develop a rough concept for the workshop procedure. We present this rough concept to you and then incorporate your feedback before we start working on the final detailed concept.

We start the workshop or coaching with the detailed concept in hand. At the same time, we remain flexible and open to address acute issues and tensions that arise unpredictably in the workshop and to consider together with the participants how to deal with these issues and the original roadmap for the workshop.

After the workshop, there is usually a digital follow-up to reflect on the plans that emerged from the workshop and to work together on possible obstacles to implementation.

In contrast to team coaching, we often understand team development as a long-term process with the aim of improving the efficiency and harmony of a team. This includes analyzing the team structure, clarifying roles and responsibilities, and developing strategies to improve team performance. Team development enables teams to optimize their collaboration and create an environment in which innovation and creativity can flourish.

Both approaches, team coaching and team development, are essential to help teams reach their full potential and achieve sustainable results. But in fact, the boundaries are blurred, and we use both terms partly interchangeably.

Our approach to team development and team coaching consists of a combination of principles and attitudes from systems theory and agility. The systemic approach enables us, among other things, to look at the system and the team’s environment, existing dynamics and dependencies within the team and with regard to interfaces externally or within the organization, explicit and implicit values and norms, a resource-oriented understanding of so-called ‘problems’ or an understanding of different constructions of reality.

By combining this with our agile attitude and working methods, we enable a high degree of self-direction for team members in our workshops, rapid and concrete results and efficient decision-making processes, working with imperfect solutions and openness to trying out and iterating solutions. 

All coaches who design and accompany team coaching sessions are trained systemic coaches and have several years of experience in working with teams.

Every 6 weeks, we discuss challenging situations from client projects in our intervision and learn with and from each other. We also regularly review our role and our projects with our experienced supervisor. Confidentially, of course, without mentioning client names.

We love to learn and develop ourselves, which is why we continually take part in training and further education ourselves.