My expertize in team coaching:

maria iris hoeppe coach top management 2

HOW DO WE KNOW IT IS TIME FOR TEAM COACHING AND NOT TEAM TRAINING OR TEAM BUILDING?

Even though the members of the team have accumulated “hard skills”and managerial experience, they act well on an individual basis, the team does not have efficient processes, they don’t communicate well, don’t have productive meetings, transparency or authentic, colaborative, integrative leadership. Practically speaking, the managing group cannot take advantage of the collective intelligence, they cannot gather the fruit of synergy and cohesion.

Also, team coaching is right when teams are new and don’t have enough work experience together in order to be efficient and rapidly develop.

1.Together with your CEO and HR Director, the coach accesses information that facilitate the understanding of company context, its objectives, strategy and structure.

2.A series of individual evaluations and team evaluations take place. Evaluating key members in the organization takes place, looking at leadership skills as well as the alignment between behaviours and role.

3.360 evaluations sets are performed, for a holistic image.

4.The Coach takes part in Board meetings and evaluates ‘live’; the system, the dynamic, the communication style and the efficiency.

5.What follows is creating a plan for the development of the team and plans for individual development of each manager / director.

6.A session about refreshing and creating a set of values which speak to the ‘mission and vision’ of the company takes place.

7.Individual coaching sessions take place – 10 – 12 sessions of 90 to 120 minutes), alternating with team coaching work-out sessions with the entire team. The focu is the co-creation, alignment, a more efficient decision making process, cooperation and knowledge. In both types of sessions the SMART obhectives are used and the outcome is in the form of action plans.

8.The Coach goes over the development plan that is created with each manager / director, and the client is responsible for tackling each objective in a responsible, profound and engaged manner.

9.At the end of the program, an analysis of the ROI is done, and a follow-up system is established with the direct manager.

10.The team analyses the SMART objectives that the coaching sessions started with, the level of accomplishment and conclusions are drawn about adjacent action plans around one new objective the team is working on without the coach.