IT Team Coaching

Team coaching is all about relationships. There is a vision for a team or organization and the relationship working towards that common goal. 

When coaching a team, all team members must be part of the relationship, team coaching. If a manager is part of a team then he or she is part of that 3rd entity-relationship and needs to be part of the team coaching to make it work.

Think about a great team you’ve been on. It stands out in your memory. There was a powerful commitment, a rare connection, a shared sense of purpose and mission. This was a team that could weather any storm.

Creating teams like this don’t require magic. It starts with the coaching map, with setting a pin that says “You are Here.” Coach unique assessments provide a clear picture of the team’s current state — and a sense of what’s possible. From there, the team coach provides a proven process to set and achieve team goals.

To learn how you can develop teams with this level of excellence, let’s talk.Start with the customer – find out what they want and give it to them.


A team coach may have the ability to coach individuals in many ways, but the goal is to facilitate learning for the team as a whole. The coach should find ways for team members to gain insight and practice different behaviors in the context of the team and its goals. Individual assessment and feedback may be a component of team coaching, but it’s always related to improving team effectiveness.
A focus on the whole. 
Coaches need to be skilled at understanding, identifying, and managing boundaries. A team coach should be finely attuned to the many relationships within the team. The coach has to work within at least 3 relational units: with individual coachees, with the team as a whole, and with the organization.
The ability to set boundaries. 


Coaches must understand the complex organizational dynamics in which the team operates.
A systems-thinking perspective.
Team dynamics often create unpredictability. Coaches shouldn’t expect to drive the direction and specific outcomes of the team. Instead, they must be willing to learn the ways in which the team works, and then coach accordingly.
Comfort with ambiguity.
Team coaching doesn’t always have immediate results. Other business and organizational demands are great and constant, so a coach shouldn’t pressure the group to change too much too soon. If a team coach is persistent and patient, the team and the individuals within it will function more effectively.
A long-term view