Collective and team coaching - Human Trajectory Makers

Collective and team coaching

“Individuellement nous sommes une goutte d’eau, ensemble nous sommes un océan”

Ryunosuke Satoro

Human relations are at the heart of business performance. Indeed, complex organizations are multiplying and hierarchical chains are shortening. In these structures, individuals need to know how to work in a team and manage their relationships with others, often outside of any hierarchical relationship. The quality of this human dynamic is today an essential factor in the performance of companies.

The coaching process, originally intended for an individual, can be extended to teams. Indeed, the proper functioning of a team depends in large part on the human dimension. If the individuals who compose it, develop the necessary chemistry, the result of teamwork will be much greater than what would be produced by the simple juxtaposition of individuals. Teamwork is more and more frequent. This is why it is necessary for managers and project managers to be able to support their teams in improving their operating methods.

Team coaching can thus focus on dimensions such as interpersonal relationships, cooperation, cohesion, autonomy, performance, problem solving, respect for rules and leadership, in order to share a common vision, values, common objectives, allow a significant improvement in the functioning, the organization, the dynamics of the team, to clarify the roles, responsibilities, missions essential to a qualitative and fruitful collaboration, to overcome resistance to change (…)

The support for the teams that we offer revolves around 3 stages :

1 – The diagnosis of the needs of the team and of the team leader: it begins with a series of individual interviews which creates an understanding of what are the expectations of each individual within the team (manager and team) and what would be his individual and collective goal within the team.

2 – Co-construction of support methods (seminars, workshops, etc.), choice on the use of methods such as “Open Forum”, “World Café”, “Design Thinking”, “Brainstorming” (…), frequency and duration of support.

3 – The support of the team as such can be spread over several weeks, or months, with regular sessions. The idea is to allow the establishment of a common vision of the team, to find the common objective(s), to define the rules of success and to ensure that what has been defined is applied, to give feedback and debriefings in order to monitor the action plan. Our role as coach, during team coaching, can consist of intervening in work meetings or during busy work times to allow the team to develop its performance, model a lasting change and/or overcome obstacles and difficulties and create sustainable outcomes. Our coaching posture is called “meta” in relation to the team, with the aim of giving them access to resources or highlighting “blind” spots that they might not necessarily see or be aware of on a daily basis.

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