Team Performance Coaching
One of humanities greatest strengths is its ability to collaborate and support each other, to achieve incredible and audacious goals. It is no surprise then that one of the 6 levers directly relates to how we form relationships, influence, and interact with others. Every human being in your team has, and provides, value - the highest performing teams see and embrace this value, especially when manifested in differences and unique abilities, and employ diversity of skillset as a competitive advantage.
Many hands make light work, and high performing teams show this through its members leading and coaching themselves and each other, understanding the performance accelerators and handbrakes for their team mates, and truly appreciating each others' abilities. Seeing our team mates through the lens of empathy and understanding is one of the clearest and quickest ways to sustainably create and strengthen trust - and trust is mandatory to achieve the highest peaks of performance.
The group coaching session is driven by understanding individual behavioural profiles and working styles (optionally via assessments), and the 6 levers of human performance, and can be understood in terms of:
- Understanding ourselves - how do we each individually prefer to get our work done and perform, what are our meaning drivers, how do we interface with the world and problem solve, how do we relate to others etc, using the 6 levers
- Understanding each other - how do my team mates get their work done and perform, how does that work, and what do I appreciate about that
- Understanding how that shapes our team - how do these differently shaped pieces fit together, to enable us to achieve what it is that we are trying to achieve
Who we work with
You may be a…
- Executive & Senior Leader
- Senior & Executive Administrators
- Faculty Head | Dean | Deputy
- Head Coach | Developmental Coach | Director of Performance | High Performance Manager
- Campaign Director
- Consortium Project Leader or Executive
Knowledge
- Working, practical knowledge of the 6 levers of human performance and what that looks like for your team, and how these levers can show up in our culture, leadership, behaviour, performance, and group/team/business behaviour
- Unmatched insight into your team strengths in performance, and where performance levers require focus and attention
- A framework to guide your decisions, communicate effectively with the team, and how to deliberately and strategically manage workflows and delegations to build sustainable performance
Resources
- Personalised development map for the team, with check-in prompts
- Ongoing access to eyeYou resources, personalised and curated for your team, to guide specific concrete processes (challenging conversation guides, cheat sheets and formats for conducting effective one-on-ones, etc) and reinforce learnings
Intangibles
- Enhanced team productivity, profitability, and performance outcomes
- Significantly improved wellbeing at the individual and team level
- Reduced turnover, enhanced engagement, and minimise absences and illness
- Enhanced relationships between team members, and with leadership
- Facilitation of strong leadership pipeline, and self-leadership of individual contributors
29% higher profit with team coaching, through increased collective effort and commitment
Workgroups that receive strengths-based team development achieve an increase in profit of as much as 29% and 17% higher productivity
Applying systems thinking to individual work style preferences boosts team engagement, dropping turnover by up to 59% and reducing absenteeism by 41%
You could be
A consortium project team using group dynamics coaching to better understand how to fit their "differently shaped pieces" together with effective and authentic understanding and cohesion to achieve the peak of the group and project potential.
A teaching cohort using profile assessments to strengthen understanding, trust, cohesion, and sustainable performance.
A senior grammar school leader / team needing to improve resilience to manage a complex curriculum change with their teams of educators
An elite coaching unit needs to understand the "accelerators and handbrakes" of their fellow coaches to synchronize their messaging and strengthen trust across the team.
A volunteer board needs to manage workflows and delegations strategically by understanding each member's performance profile and individual way of "getting work done"
A functional leadership group needs to build trust by seeing their peers through the lens of empathy and understanding each other's performance accelerators
A school's wellbeing team needs to identify where collective performance levers require focus to build a more sustainable and resilient staff leadership pipeline