T E A M C O A C H I N G
The problem is rarely one person
Work with the team as it actually operates, rather than with six individuals and a hope that it adds up.
Half day or full day / Run as a series / Per group
W H A T T E N D S T O B E H A P P E N I N G
The real conversation happens after the meeting
In the room, everyone agrees. Afterwards, the same three people debrief on a call and say what they actually thought. Decisions get reopened in corridors rather than settled at the table.
Nobody is behaving badly. The team has simply learned that some things are easier not to say.
Teams don't usually need better people. They need permission to say the thing everyone is already thinking, and a way to survive having said it.
W H O T H I S I S F O R
What the day moves
BEFORE
AFTER
How you work together is assumed
Who decides what is explicit
Decisions get made at the table
Decisions reopened in smaller groups
The unsaid gets said, and the team survives it
Everyone agrees in the room, then doesn't
Agreements the team wrote and holds itself to
Rules handed down from above
B E F O R E Y O U E N Q U I R E
It isn't a team-building day, and it isn't the route for one person's conduct. Where the issue sits with an individual, that is coaching or a conversation with HR, not a session with the whole group watching.
The team is worked with as a system rather than a set of individuals. Nothing is reported upward about anyone, and no one is asked to disclose anything personal. Fees are confirmed at proposal stage.
Worth a conversation?
A short call to hear what the team is dealing with, before anything is designed.