A typical team coaching engagement would start with a workshop comprised of three stages:
- Introducing the model
- Naming the dimensions, observing how the team interacts in the process
- Creating an action plan that integrates both the guiding principles and dimensions
Prior to the team coming together an individual assessment such as MBTI®, DISC or the Birkman Method ® can be applied and the results reviewed with each individual. In the first team meeting a team compilation can be presented where discussion of differences in preferences, styles, motivators and needs can take place, thereby demonstrating the value of appreciating diversity within a team.
Follow-on coaching sessions would focus on monitoring progress, bringing awareness to learning and growth and further developing next steps.
Each team coaching model has its merits and best use scenarios. This section outlines my opinion of the advantages and disadvantages of each and where they might most appropriately be deployed.
Focus on Team
Individual needs considered
First step (Trust) challenging
|Little support material
Few client references
Although I have not yet tested this out in coaching engagements, I would be inclined to lead with each model in the following situations:
Better Practice: It is a more tactical model, focused on getting the work done. Therefore, I’d employ this approach with a project team that needs to form quickly, become productive, complete the project, and disband. New members could easily be inducted into the team because the team has developed a common vocabulary which is documented and one repository of information exists for project objectives, history and plans. As the project team members move on to other projects, they can bring the Better Practice concepts with them to their next assignment.
Five Dysfunctions: Although the model is simple with only five dimensions to consider, because they are highly interrelated, I believe this method would work best with teams that have been together for some time and expect to stay together for a while. Leadership or operational teams with history can reflect on how the dysfunctions have shown up in the past and are better able, then, to decide how to move forward together in a more effective manner. Trust is the challenging foundational element and perhaps less daunting to address as a first step on a more mature team.
Team Coaching International: This model gives the most freedom to the team to choose where to focus. Because of this, I can see this approach being introduced to teams that have existed for any length of time and are expected to stay together for a period of time. Teams would select which of the 14 dimensions are most relevant for them to focus on at the moment and, as they and the environment evolve, they would evaluate progress and decide what change of focus is needed to keep them operating effectively. I would consider, however, strongly advising teams to consider the role of Trust from the outset.
Team coaching is an emerging niche in the coaching practice and comes with it many potential rewards for both the coach and the organization involved. With the right tools, focus, direction and action steps can be established which lead to more productive, effective and engaged teams and team members.
Team Coaching International
Proprietary training materials
Lencioni, Patrick (2002). The Five Dysfunctions of a Team. San Francisco: Jossey-Bass.
Proprietary training materials
 Better Practice does not have an assessment tool of its own. The BP consultant can use the tool of his or her choice, though most Better Practice consultants are certified to use the Birkman Method ®.
 Assuming Birkman Method ®
 1 = weak; 9 = strong