Webinar: Team coaching โ€“ From present to future - Henley Business School Finland

Coaching insight guide: team coaching

Team coaching, despite the absence of an agreed theory, continues to grow. Practitioner-led publications and an increased interest from both the professional coaching bodies and academic institutions are supporting team coaching as it rises quickly from the shadows of its successful forebearer, executive coaching. This guide explores how team coaching has developed and outlines three tried-and-tested team coaching techniques.

The growth of team coaching

There is almost universal agreement that team coaching is a relatively new concept that lacks the consistency of definition, practice and empirical evidence (Clutterbuck, 2014; Jones et al, 2019; Oโ€™Connor & Cavanagh, 2016). Nevertheless, the demand and interest in team coaching is growing. The Ridler Report (2016) noted that while team coaching accounted for 9% of total coaching, some 76% of the organisations surveyed expected to increase their use of team coaching over the next two years. This growth in team coaching is being supported by an increasing number of practitioner-led textbooks (see Thornton, 2016; Widdowson & Barbour, 2020).

What is a team?

Before considering a definition of team coaching, it is important to understand what we mean by โ€˜teamโ€™. The word is widely yet oftentimes loosely used. Indeed, many teams are teams in name only. Katzenback and Smith (1993: 45) suggest a team is: a small number of people with complementary skills who are committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable.

What is team coaching?

Team coaching definitions have highlighted the importance of a common goal, individual performance, group collaboration and performance (Thornton, 2016), increasing collective capability (Clutterbuck, 2014; Jones et al, 2019), as well as the importance of thinking โ€˜systemicallyโ€™ and not just within the confines of the team (Hawkins, 2017). We define team coaching as follows:
Team coaching helps teams work together, with others and within their wider environment, to create lasting change by developing safe and trusting relationships, better ways of working and new thinking, so that they maximise their collective potential, purpose and performance goals.

Despite the numerous efforts to define team coaching, it is evident that confusion still exists.

It is our view that while team coaching will differ in terms of design and delivery, team coaching can be used to coach any team that fits the definition of a team โ€“ be it senior leadership, functional, cross-functional, dispersed, both joint account and client, temporary, project or virtual.

To read further, download the article.

Please fill in the fields below to download the guide.
  • GDPR policy

    The personal information you supply on this form will be used to help us respond to your request, for quality assurance and for data analytics purposes. Your personal data will not be sold to any organisation, and will not be shared with any organisations outside the university apart from those that help us to provide this service or unless required by law. The information that has been provided in this form will be treated in accordance with the General Data Protection Regulation (2016) and all applicable data protection laws. Please refer to our privacy policy for more information. If, at some stage, you wish to be removed from our database, please advise us by emailing to info@henley.fi.
  • This field is for validation purposes and should be left unchanged.

Learn more about the coaching programme offered by Henley Business School in Helsinki and attend one of our information meetings.

References

Clutterbuck, D (2007) Coaching the Team at Work. London: Nicholas Brealey International
Clutterbuck, D (2014) Team coaching. In: E Cox, T Bachkirova & D Clutterbuck (eds) The Complete Handbook of Coaching, 2nd ed. London: Sage, pp271โ€“84
Hawkins, P (2017) Leadership Team Coaching: Developing Collective Transformational Leadership, 3rd ed. London: Kogan Page
Jones, R J, Napiersky, U & Lyubovnikova, J (2019) Conceptualizing the distinctiveness of team coaching. Journal of Managerial Psychology, 34 (2), 62โ€“78
Katzenbach, J R & Smith, D K (1993) The Wisdom of Teams: Creating theHigh-Performance Organization. Boston: Harvard Business School Press
Kriek, H S & Venter, P (2009) The perceived success of teambuilding interventions in South African organisations. Southern African Business Review, 13 (1), 112โ€“28
Lawrence, P & Whyte, A (2017) What do experienced team coaches do?: Current practice in Australia and New Zealand. International Journal of Evidence Based Coaching and Mentoring, 15 (1), 94
Lencioni, P (2002) The Five Dysfunctions of A Team: A Leadership Fable. San Franciso. Jossey-Bass
Oโ€™Connor, S & Cavanagh, M (2016) Group and team coaching. In: T Bachkirova, G Spence G & D Drake (eds) The SAGE Handbook of Coaching. Los Angeles: SAGE reference, pp486โ€“504
Price, C & Toye, S (2017) Accelerating Performance: How Organizations Can Mobilize, Execute, and Transform with Agility. Hoboken: John Wiley & Sons
Ridler Report (2016) Ridler & Co, London
Thornton, C (2016) Group and Team Coaching: The Secret Life of Groups, 2nd ed. London: Routledge
Widdowson, L J (2017) Creating the team edge. Henley Centre for Coaching, membersโ€™ website. Henley Business School
Widdowson, L & Barbour, P J (2020) Team Coaching. London: Kogan Page

In addition to being an accredited coach and team coach, Lucy Widdowson is Director of Performance Edge Partners Ltd and a global thought leader on team coaching. During a 30-year corporate career, Lucy worked at board level as an HR director and led award-winning teams. Lucy has developed a unique team coaching framework, โ€˜Creating the Team Edgeโ€™, which has been proven to accelerate team performance. A graduate of the Henley MSc in Coaching & Behavioural Change, Lucy has also been a key contributor to International Coach Federation (ICF) global research on team coaching competences. She is currently co-authoring a book with Paul J Barbour on team coaching.

Related content

Webinar: How does leadership impact work - Henley Business School Finland

Webinar: How does leadership impact work?

  •   6.5.2021 โ€“ 17:00 to 18:00
  • Online ๐ŸŒ
If leadership is the key to unlock performance, what is it unlocking? And how? Join our webinar 'How does leadership impact work?' with Professor Carol Kauffman to hear the latest insights on 'dark' and 'bright' leadership and to discuss what leaders actually do to create positive or negative performance and well-being.
Coaching information meeting 11.1.2019 - Henley Business School Finland

Webinar: Coaching information meeting

  •   18.5.2021 โ€“ 08:30 to 10:00
  • Online ๐ŸŒ
Coaching has long been recognised as an effective vehicle to enhance leadership impact and achieve business success. Join our info meeting to receive detailed information about the programme and to discuss with current and former students!
Coaching webinar: Coaching with careers and AI in mind - Henley Business School Finland

Webinar: Coaching with careers and AI in mind

  •   2.6.2021 โ€“ 20:30 to 21:30
  • Online ๐ŸŒ
On the cusp of the fourth digital revolution, AI, robotics and digital technologies continue to put pressure on the world of work and demand new individual developmental and career paths, which transform our coaching practices. Join the webinar with Adina Tarry to be better prepared for this new era!