Systemic team coaching

Typical occasions

• You put together a new team
• Your team is changing
• You merge teams
• There are current challenges
• The team wants to improve performance

Frequency

• About every 3 months for 1 to 2 years

Duration

• 1/2 to 2 days workshop onsite/online

Common Targets

• Clarify roles and responsibilities
• Further development of existing teams
• Permanent development of mature teams
• Development of team process competence
• Adapt team processes to change

Team coaches

Dr. Anke Martin

Booking

>> Request a quote

Iterative team development in short cycles

Typical occasions

• You want your teams to work better together
• The focus is on the long-term effect of the process

Frequency

• Every two to four weeks

Duration

• 1 to 3 hours per appointment online

Common Targets

• Use feedback culture
• Improve team processes
• Reflect interactions
• Implement improvements

Team coaches

Dr. Anke Martin
Alexander Martin

Booking

>> Request a quote

Conflict moderation

Typical occasions

• You want a conflict to be resolved constructively within the team

Frequency

• Depends on the conflict
• Approximately 8 appointments

Duration

• 1/2 to 1 day per session

Common Targets

• Overcoming crises in the team
• Resolution of team conflicts
• Clarification of roles and expectations

Team coaches

Dr. Anke Martin
Alexander Martin

Booking

>> Request a quote

Development of virtual / hybrid teams

Typical occasions

• You want your virtual teams to work just as well as onsite teams

Frequency

• About every 3 months for one to two years

Duration

• 1/2 to 1 day workshop onsite/online

Common Targets

• Establishment of online teamwork
• Strengthening of cohesion in the team
• Alignment to common goals

Team coaches

Dr. Anke Martin
Alexander Martin

Booking

>> Request a quote

Further development of agile teams

Typical occasions

• You are looking for continuous „maintenance and repair“ for your agile processes?
• You want your existing agile teams to be even better at managing the culture change towards self-commitment and self-organization?

Frequency

• Every two to four weeks

Duration

• 1 to 3 hours per appointment online

Common Targets

• Self-leadership in the team
• Self-organization of teams
• Living agile values and principles

Team coaches

Dr. Anke Martin
Alexander Martin

Booking

>> Request a quote

Approaches in team development

Team development

For us, team development includes accompanying teams from the formation of the team to its dissolution (cf. Tuckman, 1965).

As a method, we use team coaching in the phases of forming, storming, norming, performing and adjourning. For the storming phase, we also offer conflict moderation.

We use classic workshop formats and modern, regular online formats in the form of iterative retrospectives.

We have separate offers for agile and hybrid teams.

Team coaching

From our point of view, team coaching is a method within the toolbox of team development.

In systemic team coaching we use the attitudes, values and methods from systemic coaching and apply them to the individual team situation.

If necessary, we include elements of team building, collegial advice, professional inputs and more in the team coaching, but we always focus on the coaching and systemic approach.

Dealing with conflicts in a team

Conflict moderation is the method of choice for us when serious discrepancies burden a team and impair its performance.

In conflict moderation, we support the people in the team as neutral companions in investigating the conflict together, uncovering its causes and finding solutions. We accompany the team on the way to overcoming the conflict and using it constructively. This also includes reviewing and improving existing structures and rules of cooperation.

Process

1. Quoting

On the basis of your request for quotation and, if necessary, a brief consultation about your expectations, we will prepare an offer.

2. Order Clarification

We configure the team coaching to suit the team. We take into account hierarchy level, initial situation, goals and needs and coordinate closely with you.

3. Implementation

We accompany the team individually, adapted to the agreed goal, and combine the coaching with suitable (training) inputs if necessary. An essential building block is the transfer of the learnings into everyday team life.

4. Follow-up

Together we evaluate what has been achieved and, if necessary, coordinate the next steps.

Practical example of systemic team coaching

In an organization, a central team has long caused conflicts with other units because of its demanding attitude. Due to difficult market conditions, the organization expected a rethink in this team as well. It should change from claimant to internal service provider. The manager knew that her team would vigorously reject this request.

During team coaching, the team members analyzed the market situation in their organization and recognized the need for change. They then actively dealt with their values and goals, reflected on their changed (team) role in the larger picture and designed their way of tackling the change. Today they enjoy the respect of the entire organization.

Practical example of iterative team development

A high-performing, ambitious team and its manager strived for the highest possible reliability in teamwork and in the results. Despite this unity, it had not been possible to better coordinate the work of the individuals. Some were able to evade the common goals. At the same time, important team processes remained disregarded due to permanently high performance requirements.

The team development started with basic clarifications in the workshop format. From then on, the team used short moderated reflections to gradually improve team processes, communication and coordination. Every 14 days, people implemented the new, jointly developed measures so that they could benefit directly from the improvements made. Team performance has increased by around 30 percent since then.

Practical example of conflict moderation

In the course of the generational change, several personnel changes took place in the top management of a company, including at the very top. As a result, the management style changed drastically. The previous culture was thus broken up, but continued to exist in parts. This caused increasing unrest and conflicts with the new colleagues.

We combined conflict moderation with strategy work. Through suitable settings, the participants managed to exchange ideas about their values, expectations and goals. As communication grew, they broke down barriers and understanding begann to grow. The managers recognized the value of real teamwork and learned to use conflicts constructively.