Individual and team coaching

INDIVIDUAL COACHING

You have certain questions, goals, wishes and dreams. And you’re struggling with obstacles. This can be in a private context, or work-based. Perhaps you’ve been ignoring certain signals for too long, or maybe you want to challenge yourself to grow further.

During a coaching session, we work on your coaching question. You receive insight into the real issues at hand. We’ll pierce through the facade and formulate concrete steps and behavioural intentions. Enabling you to achieve your goals.

On average, a coaching question becomes manageable with six sessions of one and a half hours.

You may become aware that stubborn patterns which manifest themselves in your current life can be traced back to the patterns in your family system (the inseverable connection with your biological family members). You take these patterns into your daily life and repeat them in your current relationship/family, at work etc. If you’re able to address what is needed there, then you’ve created the so-called 'systemic' preconditions necessary to be able to truly claim your place in your further life.

In addition, you also need effectiveness in other areas. Consider, amongst other things, the availability of perseverance, discipline or courage. Being able to connect with people, to walk away, to be vulnerable, being capable of learning, being enthusiastic, the privilege of having people around you who believe in you, as well as just a dose of luck. This will also be addressed during the coaching. 

TEAM COACHING

Working with each other intensively, specific situations can arise that can be detrimental to motivation and results. You notice unspoken irritations and frustrations. The team members have little sense of solidarity, and trust within the group is low. What’s more, people speak ‘about’ each other rather than ‘to’ each other.

During team coaching, we will look at how barriers can be lifted, creating new space to realise common goals.

Depending on the team question, I’ll design a tailored facilitation process. This also includes individual coaching for those in managerial roles.

The only way to allow your team to grow and work even more effectively is to have honest, open dialogue with each other. In this dialogue, we will explore how the situation is perpetuated, every individual’s role in the situation will be examined and where necessary, acknowledgement will be given. Skills will be taught to enable the group to help themselves the next time. A new, collective ‘contract’ will be formulated. And real contact with each other and each other's talents will once again be created.

Many teams, possibly your team too, struggle with at least one of the following obstacles:

The storming phase

Many teams fail to adequately complete the so-called storming phase. This doesn’t mean people aren’t working hard, or quality isn’t being delivered. But it does mean that significant energy is lost down to unspoken issues and emotions. Boundaries are not always clear. The ‘battle’ for power and influence has not yet been settled. People are often still wearing a mask. It’s not yet safe enough to show your true colours and share concerns and frustrations openly.

Go through this process correctly, and it becomes safe to put your cards on the table. New, collective agreements will also be made about relevant, essential issues. Making it about ‘how’ (process) instead of ‘what’ (content).

Systemic dynamic

Teams don’t always fight issues out at the level where they belong. Some teams are not effective because they go against the so-called systemic principles. Just like nature, organisations also have invisible laws. Once you’re aware of this dynamic, you can make it work for you instead of against you. During team coaching, we look at how the team can access the mechanisms that activate the systemic laws positively. An organisational constellation can be useful for this.

Group norms

If your team is not operating well, it could be down to the consequences of a number of unconscious group norms. Group norms can be both positive and negative. To put it simply, groups norms are unwritten rules of behaviour. Examples of common group norms:

Awareness that your team adheres to certain unwritten group norms often clarifies why there is tension between (sub-) groups. Subsequently, it’s important to reformulate the restrictive group norms into enhancing group norms.