The scenario is quite foreseeable. You have engaged in conversations with a client regarding the potential benefits of team coaching for their team’s development. Additionally, you have also consulted with the team leader or manager to gain insights into the challenges and prospects faced by the team. Based on this information, it appears that the team is well-suited for team coaching, and the client has shown enthusiasm towards moving forward with the idea.
Now, they have requested you to present a cost estimation and a detailed description of the scope of the project. So, how should you proceed?
If you lack a reliable coaching framework for team collaboration, you may find it difficult to determine the cost and provide a quote for such work, especially when you haven’t even had a conversation with the team yet.
If you are unable to fulfil this reasonable request, the project will not progress.
Conveying the arrangement of the project
For Team coaches, who are generally more skilled in coaching than in handling the business and marketing aspects of their profession, this situation can be stressful and confusing. However, it doesn’t have to be overwhelming or difficult.
When it comes to team coaching, you can follow a similar structure as individual or leadership coaching programs. This means you can provide an estimated duration for the assignment and the number of coaching sessions you suggest. However, you cannot specify the specific topic for each coaching session.
In team facilitation or training programs, we generally have a well-defined understanding of the content expected in each session. This is distinct from other situations where the content may be less defined.
However, it is important to note that team coaching is essentially a form of coaching, which means that the specific objectives of the session should be determined by the team members themselves. Once these goals have been agreed upon, each coaching session can proceed in a way similar to leadership coaching, with the coach adapting their approach based on the issues and ideas that arise during the session.
However, it is common practice to inform clients that there will be a series of coaching sessions, typically ranging from four to six. During these sessions, specific important subjects such as team dynamics, the team’s purpose, stakeholder connections, and ways of working are typically addressed.
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However, there are several notable distinctions when it comes to one-on-one coaching.
To ensure a successful project start, it is beneficial for the entire team to feel involved from the beginning. Therefore, I make an effort to have individual, private conversations with each team member to gather their insights and opinions on what areas the team should prioritise. This not only provides them with the chance to assess my leadership capabilities but also mirrors the dynamic of leadership coaching chemistry sessions.
To ensure the effectiveness of the coaching program, I will allocate additional time for a scoping workshop before the main sessions commence. During this workshop, the team will determine the objectives they aim to achieve through the coaching program. Before this, they will have conducted thorough research and engaged with their stakeholders to gain insights into the needs of their organisation, clients, customers, and the broader operational landscape. This preparatory phase will enable them to identify what is truly required from their coaching program.
Transforming the perspectives of individuals with knowledge and expertise into digital format
Alumni who have completed the Systemic Team Coaching® Certificate have the opportunity to utilise the Team Connect 360 tool. This online platform facilitates a comprehensive assessment of teams, as it invites different stakeholder groups and the team members themselves to respond to a set of questions that align with the five core aspects of Peter Hawkins’ high-performing team model.
This methodical approach gives more importance to coaching the team in comprehending the systems it operates in and meeting the expectations of stakeholders. These expectations may have evolved significantly since the team last defined its mission or vision.
Working together with the leader of the team
The main distinction is that I also incorporate individual coaching sessions specifically for the team leader. These coaching sessions are intended to be fair and inclusive, giving every team member a chance to express themselves while also encouraging the team leader not to monopolise the conversation. By including these private one-on-one coaching sessions, there is an opportunity to collaborate with the team leader on the insights gained from the coaching sessions and determine how their leadership style can best evolve to support the team’s growth.