A new team needs to ‘get into gear’ quickly while even old teams sometimes require some freshening up. Every team needs regular debates on the justification for its existence. Discussion on the strategic purpose of work is important, as is the feeling that every member is a valuable part of the whole.
Growth expectations, scarce resources, and changes in the operational environment can provide the motivation for finding entirely new approaches and practices. The accumulated ‘stickiness’ and routine of day-to-day practices can often diminish productivity and put a damper on the mood. Sometimes the tempo of growth is such that there is limited time to agree on common practices. Or there is a need to fine-tune an already excellent operation into an even better one.
Team coaching supports the team (e.g. development, account or project team) and its members to utilise it’s potential better than before and meet its goals. The focus of work in team coaching ranges from individuals and cooperation between them to their performance as a team.
Team coaching allows both supportive elements and barriers to ‘team play’, and the surrounding system, to become visible. Understanding team practices and the similarities and differences between individuals, as well as their competences and the resources available to them, increases with coaching. Team coaching contributes to the raising of mutual appreciation between team members. It also strengthens mutual trust and openness. All of these factors can, in turn, contribute to better mutual learning and the identification of better working practices.