The scenario is quite foreseeable. You have engaged in discussions with a client regarding the potential of providing team coaching to support their team’s development. Additionally, you have also conversed with the team leader or manager to gain insights into the challenges and possibilities the team is facing from their viewpoint. It seems that the team is well-suited for team coaching, and the client has shown enthusiasm towards moving forward with the idea.
Now, you are being requested to present a cost estimation along with a detailed breakdown of the scope of the task. In such a situation, what course of action should you take?
If you don’t have an established coaching framework for working with teams, you may find it difficult to determine the cost and quotation for this task, especially since you haven’t even had a conversation with the team yet.
If you are unable to respond to this entirely reasonable demand, the project will not make any progress.
Conveying the Framework of the Project
Coaches of sports teams, who excel at coaching but may struggle with the business side of things, can also feel overwhelmed and confused by this situation. However, it doesn’t have to be difficult.
In the realm of team coaching, the structure can mirror that of individual or leadership coaching programs. It means being transparent about the expected duration of the engagement and the suggested number of coaching sessions. However, it is important to note that the specific topic of each coaching session cannot be predetermined.
In contrast to team facilitation or training programs, where we usually have a well-defined understanding of the potential content for each session.
Team coaching primarily involves coaching, and therefore the specific objectives of the assignment must be determined by the coachees, such as the team itself. Once these goals are established, each coaching session, similar to a leadership coaching session, can involve the coach responding spontaneously to what the client brings to that particular session or what unfolds during it.
Regardless, it is generally feasible to inform a client about the estimated number of coaching sessions, typically ranging between four to six. Moreover, there are specific focal points to be addressed during these sessions, including team dynamics, the team’s purpose, stakeholder connections, and approaches to collaboration.
Connecting One-to-One
Nonetheless, there exist a handful of significant distinctions when it comes to individual coaching sessions.
In order to ensure a successful project start, it is important for the entire team to feel included in the decision-making process as early as possible. To achieve this, I prioritize conducting individual and confidential one-to-one conversations with each team member to gather their perspective on the team’s priorities. Additionally, these conversations provide an opportunity for team members to assess my leadership style, much like they would during a chemistry session in leadership coaching.
In addition, I will allocate additional time for a planning session prior to the main sessions. During this workshop, the team will determine the objectives they aim to achieve through the resilience coaching certification program. This phase usually comes after conducting research and consulting with stakeholders to gain insight into the organisation’s requirements as well as those of their clients, customers, and the broader operational context.
Converting the Perspectives of Individuals with Knowledge and Expertise into Digital Form
Alumni who have completed the Systemic Team Coaching® Certificate now have the option to utilise the Team Connect 360. This is an effective online tool that enables different stakeholders and the team itself to provide feedback by answering a set of questions related to the five essential aspects of Peter Hawkins’ model for high-performing teams.
Taking a systematic approach, the focus is shifted towards coaching the team to gain a deeper understanding of the systems it operates within and the expectations of stakeholders, which may have evolved significantly since the last time the team’s mission or vision was expressed.
Working in conjunction with the Team Leader
The main distinction lies in the incorporation of individual coaching sessions for the team leader. In these sessions, I will offer coaching to the entire team equitably, ensuring that each member has an opportunity to contribute and encouraging the team leader to avoid monopolising the conversation. Hence, allocating specific time for confidential one-on-one coaching enables us to collaborate with the team leader in identifying the emerging themes from the coaching sessions and how they can shape the ideal progression of their leadership to facilitate the team’s growth.