Team Coaching - MAGUS Group Coaching

Group coaching methodology applied to team and individual leadership development

Team Coaching is a 6-month program supporting a leadership team in real time as it solves current challenges, while developing as individual leaders and as a team.

Team Coaching offers the best of group coaching—individual leader accountability for development plus 1-1 coaching and peer coaching, along with real-time focus on the needs of the business or organization
Understanding how the brain works and how teams work form a foundation for changes in behavior and new learning
Peer coaching provides support for learning and change and helps develop solid support relationships in the team
Team Coaching has a light footprint: short group coaching sessions occur every 2-4 weeks; in between, leaders practice and learn on their own and with peer coaches for another three hours
Team Coaching uses best-in-class and latest leadership materials and assessments

Evaluation Results

TEAM COACHING CASE STUDY

GOAL	DERAILER	ROLE OF COACHING	RESULT
Team diagnosed itself as having poor communications with each other and low trust among team members; team leader felt that he had to be involved in every decision and conversation to make sure something happened. Team operation in a hub and spoke fashion	Because trust was low, and the team was geographically dispersed (China, Europe, North America), members did not want a one-shot big deal off-site	Tapping into each leader's desire to become more effective him or herself, individual and team coaching played a big role in this 10-month program. About once a month the team convened via video conference or in person to share what they were learning about leadership development	Peer coaching relationships continued after the conclusion of the formal program, and leaders remained responsive to each other on work and leadership concerns. Hub and spokes were replaced with a connected engaged team, freeing the leader for more strategic focus

TEAM COACHING CASE STUDY

GOAL

Team diagnosed itself as having poor communications with each other and low trust among team members; team leader felt that he had to be involved in every decision and conversation to make sure something happened. Team operation in a hub and spoke fashion

DERAILER

Because trust was low, and the team was geographically dispersed (China, Europe, North America), members did not want a one-shot big deal off-site

ROLE OF COACHING

Tapping into each leader's desire to become more effective him or herself, individual and team coaching played a big role in this 10-month program. About once a month the team convened via video conference or in person to share what they were learning about leadership development

RESULT

Peer coaching relationships continued after the conclusion of the formal program, and leaders remained responsive to each other on work and leadership concerns. Hub and spokes were replaced with a connected engaged team, freeing the leader for more strategic focus