Team Coaching as a Team Development Catalyst

by Alexander Caillet and Amy Yeager

The power of team coaching derives from its unique combination of a real work context, real-time interventions, and a consistent drive toward real, meaningful results.

Real work.
For the most part, team coaching takes place in the context of real work situations rather than in scheduled sessions focused on simulations, games, or exercises. Each of the five team development modalities is very helpful in achieving certain client outcomes, but not as helpful in others. Problems arise when there is a disconnect between the client’s desired outcome and the modalities used to achieve it.

Real time.
The coach jumps in with live, real-time interventions. These interventions (called “moves,” as in chess moves) challenge the team and individual team members to notice how they’re operating in the moment, as well as how these patterns of interaction are affecting their performance. In response, the team makes specific adjustments to build on their strengths or improve on weaknesses.

Real results.
The adjustments the team makes are motivated by and directed toward achieving concrete results of importance to the team and the organization. Any behavior or process changes adopted by the team (e.g., decreasing interruptions, improving participatory decision making, or engaging in difficult conversations) are valued for their contribution to the team’s cohesion and effectiveness—and, ultimately, performance and results— rather than being pursued as ends in themselves.

Team coaching acts as a catalyst, helping to spark the transformation of ideas, insights, and intentions into sustainable improvements in team behaviors and outcomes.

A final defining feature of team coaching is the role of the coach, which is deliberately lower in profile than that of a consultant or facilitator. All team coaching sessions are fully owned by the team leader and members, not by the coach. This means that our clients are responsible for setting the agenda, running the meeting, and achieving the meeting outcomes. The coach acts as a guide by asking questions, sharing observations, and serving as a general support mechanism as the team makes their own adjustments. This approach allows for independence and resilience in the team. When the team achieves transformation, it is their victory and they are fully empowered to move forward on their own.

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