Seminars and team coaching
Team coaching
For a team that no longer decides, two departments passing responsibility back and forth, or a group reshaped after a reorganisation. The work starts with a diagnosis, which may conclude that the problem is not where everyone thought.
What you will be able to do
- Name what is really blocking the team, including when it calls the leader's own way of working into question
- Restore a way of deciding that the team respects
- Handle disagreements in the meeting rather than in the corridor
- Clarify who decides what, and what is no longer reopened once settled
- Put in place working rules the team has written itself
Programme
Diagnosis
- Confidential one-to-one interviews with each team member
- Observation of one of the team's real meetings
- Feedback to the sponsor, then to the team: the same feedback, with no watered-down version
Working sessions
- Three to five group sessions, on real issues rather than exercises
- Work on how decisions are made: consensus, consultation, arbitration, and who chooses the mode
- DISC or Enneagram input if the friction is primarily relational
Rules and follow-up
- The team writes its own working rules, few in number and verifiable
- A follow-up session at three months, then at six months
- A review with the leader of what now depends on them alone
Questions about this training
How does team coaching start?
With a meeting to identify your expectations and objectives, where possible with the consultant expected to lead the coaching. It leads to a tailored programme proposal.
Which tools are used?
Depending on the objective: self-awareness tools such as the Enneagram, MBTI or Process Communication (according to the consultant's certification), a live 360°, speed-meeting, management charters, a SWOT of how the department works, and defining a shared vision.
Is the format fixed?
No. The format, whether team coaching, seminar or team building, is built with the sponsor according to the objective and the size of the team.