For high performance, a team needs to know its mission, be clear about its purpose as a team, work well together, connect well with the wider organisation and all stakeholders, and learn faster than things change around them. These are the five disciplines of Systemic Team Coaching.

For instance, the executive leadership team of a fast growing biopharma specialist medicine company, is composed of excellent individual leaders in their functional areas but has been misaligned and cumbersome in operation – so they worked on creating a deeper intimacy and trust, more ready productive conflict, a sense of joint ownership of all their activities, mutual accountability, and a single collective focus.

Contact us to learn more about our client work.

In great senior teams, no matter how talented the individual members, the sum of the whole is still greater than the sum of the parts.

For instance, the leadership team of a global asset management firm, in the financial services sector, undergoing a profound strategic pivot, wanted to upgrade their leadership capabilities, and realign their operating model, while ensuring that they were still a ‘fit for purpose’ high performance team.

Create the ‘Team of Teams’ via Systemic Team Coaching.

For instance, a division of ‘big 4’ professional services firm led by teams and sub-teams of partners, composed of multiple service lines and addressing multiple industrial sectors, tasked to simultaneously increase revenues and margins. Leaders experienced systemic team coaching as a leadership team, and coaching on how to systemically coach their own sub-teams, following ‘the 5 disciplines of high performing teams’; ultimately creating a default culture of ‘teaming’ where teams spontaneously team-up with other teams in response to opportunities.

Combining remote and office-based working for already matrixed and multi-location teams.

For instance, a retail group with a complex set business lines and brands depending for their success on a ‘one business team-of-teams’ where concerned that a move to hybrid working enhance team effectiveness, not diminish it, while ensuring inclusion, wellbeing, and psychological safety. A ‘just-in-time’ experiential learning programme on leading hybrid teams designed for their Top 200 team leaders and people managers combined: practical inputs on understanding human needs in hybrid work groups and the nature of the hybrid workspace; a bespoke model and self-assessment tool covering the essentials of hybrid team effectiveness; and ‘case clinics’ on specific issues.

Adapting, collaborating, experimenting and learning at the core of a teams’ capabilities.

For instance, a global telecoms firm seeking competitive advantage through an ability to integrate and connect solutions across markets, sought to develop both their teams’ capabilities for customer-centric innovation and leadership in their matrix. The key was enhancing team leaders’ abilities to create the conditions for free experimentation while managing inherent polarities in their operating model. The development solution was entirely based on action learning in the form of ‘experience labs’.