Teams Transformed
Teams Transformed is the podcast for courageous coaches, curious leaders, and anyone passionate about unlocking the true power of teams. Hosted by Georgina Woudstra and Allard De Jong, we explore transformational insights on how to coach teams with presence, depth, and emergence, diving into not just the tools, but the art of team coaching itself.
Brought to you by Team Coaching Studio - The world’s leading academy for team coaching. To find out more about us visit https://teamcoachingstudio.com/
Teams Transformed
The Team Launch: Creating the Conditions for Change
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Download our FREE e-book Beyond the Blueprint: A Guide to Emergent Team Coaching
In this episode of The Team Coaching Journey – Where Teams Come Alive, Georgina and Allard take listeners behind the scenes of the team launch with the executive team at Acme Inc. Following the discovery phase and individual stakeholder conversations, they debrief the first full team workshop, exploring how an emergent approach helps a team uncover its own learning agenda rather than imposing one from the outset.
As they reflect on the session, Georgina and Allard unpack the delicate balance between structure and emergence. They explore how the team's assessment data provided a useful starting point, but it was the team's interactions in the room that revealed the most important opportunities for growth. Along the way, they discuss the value of helping teams move beyond politeness, take ownership of their development, and begin paying attention not only to what they talk about, but how they work together.
You'll discover:
- What a team launch is—and why it's a critical milestone in the coaching journey.
- How an emergent approach helps teams discover their own learning agenda.
- Why process often provides more valuable information than assessment data alone.
- The importance of balancing structure with responsiveness in a team coaching session.
- How early signs of politeness and caution can point to deeper developmental work ahead.
As the team coaching journey unfolds, they demonstrate how every interaction—from one-to-one conversations to whole-team sessions—helps build a richer understanding of the team and creates the conditions for meaningful, lasting change.
Brought to you by Team Coaching Studio - The world’s leading academy for team coaching. To find out more about us visit https://teamcoachingstudio.com/
Download our FREE e-book Beyond the Blueprint: A Guide to Emergent Team Coaching
Welcome to Teams Transformed, the podcast for people who want to see real team transformation.
SPEAKER_02For courageous coaches, curious leaders, and anyone passionate about unlocking the true power of Teams.
SPEAKER_01We your hosts, Georgina and Alarc. Here to journey with you through transformational insights on how to coach teams with presence, depth, and emergence.
SPEAKER_02Let's explore not just the tools but the art of transforming teams.
SPEAKER_01Welcome to episode four of this podcast series, The Team Coaching Journey where Teams Come Alive. In this episode, we're exploring the team launch. What do we mean by a team launch? What's it for? How do we design for a team launch when taking an emergent team coaching approach?
SPEAKER_02And we keep in mind that the purpose of a team launch is to really help the team discover its learning agenda. And that learning agenda does not necessarily come from so-called models of expertise or assessment data. The learning agenda, more than anything else, emerges in the moment. And that requires that we're attentive not just to the content of the team's conversations, but also to the process, more than anything, to the process of their conversations. Not just what they talk about, but how do they go about talking about the things that they talk about? And uh we hope to illustrate that through the following debrief. Hi there, everyone. Thanks for tuning in again for um the fourth episode of this latest series of podcasts that we've been recording. Remember, it's called the Team Coaching Journey, where teams come alive. And uh we um we like that word journey because team coaching is rarely a one-off session. It takes time. Um there's different stages and interventions that um that are planned along the way. And uh we thought it might be interesting to take you on uh on that journey with us to show you what it looks like uh or what it could look like, because there's no such thing as the team coaching journey, but uh we we hold it lightly as a possible journey and uh and and fully realize that there's different ways of going about uh the work. Um now on this journey, you this journey started because we were asked to start working with um the executive team of ACME, which is really a composite. It's not a client as such. Um, but so for the sake of confidentiality, we've come up with a bit of a composite picture, which is based on a lot of a lot of different clients that we've worked with over the years, but we're treating it uh in this series as if it were a real team. And yep, you're you're you're coming alongside us. You're you're in in the room, so to speak, with us when we do the work, and you're uh and you're privy uh to um to our debriefs after each stage, um, which gives us an opportunity to you know to explain why we do what we do each step of the way and hopefully share some of our learnings and give you some insights and and do a bit of teaching along the way. Now the journey began a few episodes ago with some initial meetings. We met Sarah from HR, we did some initial contracting, got the green light to proceed. So we had our team engagement session, which was the first time that we met the team as a whole. That was in episode two. We then submitted um our imaginary proposal, which was accepted. Yes. We celebrated. Uh we had a one-on-one with the a first one-on-one with the CEO, who's also the team leader, then did some uh additional discovery work and ran what we call the team selfie assessment in episode three. Um, all that discovery work, of course, led us to new insights or new new figures that um that arise. I had a one-on-one um with the CEO in order to debrief some of the initial results of that team selfie assessment. Wanted to give the CEO a bit of a heads up before we shared the results with the larger team. And um and so today we're debriefing that one-on-one that I had with the CEO as well as uh the team launch, which is that next little box there on the on our team coaching journey um diagram. So wanna yes, I'd love to fill you in in what happened and how we experienced it and um the work that we've been doing over the last two weeks with the team, and uh as well as taking a quick look ahead at what what um what comes next.
SPEAKER_01Great. So, Al, I'm really looking forward to debriefing. And I'm very curious about your conversation with the Chief Exec and um and also to debrief our experience of the team launch. In our previous debriefs, we've used our TCS framework, STS self team and situation. So if it's if it works for you, I think that's a really good framework, and it would be it'd be great to bring that in here again.
SPEAKER_02Lovely, yeah.
SPEAKER_01Should we start with um what yeah, what what was your experience of the of your one-to-one with the chief executive looking at the team selfie results?
SPEAKER_02Yes, I was um I was a bit nervous about that go going into that meeting because there were some real discrepancies between the CEO's uh assessment of things and and then you know the team at large, and specifically when it comes to um to leadership of all things. Um I was really surprised to hear the team tell us that they did not experience the leadership as particularly trustworthy and reliable, um, even though the CEO thought uh quite highly of him of himself in that regard. And and also linked to this notion of the lack of clarity that the team experiences in terms of their long-term vision and their goals, again, uh, which was very different from John's own kind of um impressions, in which he he he well, in yeah, which you know it he he saw things very differently.
SPEAKER_01So I remember that. Yeah, I remember feeling a bit fluttery in my stomach of uh thinking about you going and having that conversation because it's not easy for a leader to to receive that feedback from a team. Um that's the lead that you know as a leader, you're not perceived as to be trustworthy. And so how did it go? How did how did John receive that?
SPEAKER_02It actually went um remarkably well. Uh I think I I went in there holding the results lightly and explaining this was a snapshot, you know, uh at like a selfie is, right? A selfie is a is a quick shot of a moment in time, and so it captures um not our destiny, but it captures uh a bit of the team's mood at the at the moment. And so I held it lightly and I went in there with um, I think presence, you know, the presence that we bring into these meetings is always quite important. So I went in there with a bit of lightness and um and um and kept building some ground, you know, before before hitting them with some specific numbers. And uh, but it went, I think he he he received the news very well. He was just, I think, more surprised than anything else. Um and I think that where we landed is this idea that um, you know, these two points of vision and goals and and credibility of leadership are definitely related. Um it became very clear in our conversation that he had always assumed, just it was a big assumption that everybody was as clear as he was. Because when I listen to him, he's very clear on vision and goals for the team and has just not been able to um uh to to to to transfer that uh to the rest of the to the rest of the team. And hence he's being perceived as you know, wishy-washy or changing course or or just yeah, plain unreliable. So it's not um it wasn't a death sentence kind of thing. It's like, oh, this is I I now I understand what I need to do better, what I can do better.
SPEAKER_01Great. Well, it's uh fantastic preparation really for him for the team launch and to think about how he can show he could show up uh effectively in that team launch. But it also sounded like you're able to build uh build a good relationship with John. And uh I'm sure that that contributed towards uh the launch going well. Um because yeah, he certainly showed up in a way that was indicating to everybody that he was open and um and there for learning and there to be really part of of this team coaching, which which we had some concerns about at the start, because I remember at the start of the our work with this team, he was really talking about them as the team rather than us and perhaps not seeing his connection.
SPEAKER_02Yeah.
SPEAKER_01Um, so it it yeah, I really have the sense that he's starting to be more aware of the impact he has on the team very yeah, yeah, yeah.
SPEAKER_02And completely on board with this idea that uh his leadership is is um to a large, large extent responsible for the team's success. And so, yeah, when when we did the team launch, and maybe we can shift into the team launch a little bit, I I found that he showed up with I'd call it almost gratitude for having had this opportunity to learn from the team. And he so gratitude, and I think he showed up with an open mind and uh expressed a real desire to change some of these findings into something more positive.
SPEAKER_01Yes, yeah, gratitude for the for their courage to respond honestly in the selfie because they could have all scored leadership as a uh given it all fives, which is all high, to play safe.
SPEAKER_02Yeah.
SPEAKER_01Um but they're really taking some risk there in uh and naming that that uh they weren't feeling great about leadership. So I think that made a huge difference how he showed up at the start. Um, what I remember was, you know, we talked about in our preparation for the launch, um, which seems like a long time ago now, but when we talked about it, we were clear on the purpose of the launch, which was um to give the team a reset so that it was set up for success, yeah. Um an opportunity to focus on what they needed to do to build the foundations for success.
SPEAKER_02Yeah.
SPEAKER_01And we'd seen the team selfie and and um had a sense that they weren't clear collectively on their purpose as a team, their goals.
SPEAKER_02Yeah.
SPEAKER_01Um, but we decided to let them, you know, our design really was let's start with letting them review the selfie and then see where we go from there.
SPEAKER_02Yeah, yeah, yeah.
SPEAKER_01Yeah, and I think very simple design.
SPEAKER_02Absolutely, absolutely. And that's why I keep believing in the in the importance of of this as one of the building blocks, so to speak, in in a team coaching journey, you know, this team launch. Because it really is an opportunity for the team to start to I like the word that you use to reset around who are we as a team? Who do we want to be as a team? How do we need to work together to be successful and you know, and create that team culture that we that we need. And um and I know that you and I often speak about you know emergent work, right? And seeing what's and letting things emerge. But I also remember that that uh this particular event, the team launch, we we designed it. We went in there with a bit of an agenda, right? And and and a desire to let go of the agenda if need be. But we again we're we're still offering, we're still offering at this point the team a bit of structure.
SPEAKER_01Yes.
SPEAKER_02It's almost a bit of a workshop kind of idea.
SPEAKER_01Although our agenda was pretty light touch, uh, we we had a day with the team, and I remember we uh we planned the morning as really to review the the team selfie, and uh and the afternoon was, well, we'll see, we'll see where we need to go once we've got once we reviewed the team selfie in the morning. Yeah. Um but we did have a goal for the for the team launch, um, which was to to start to contract with the team around some um areas of development, some learning opportunities for them as a team. Yeah, because that then shapes shapes our work going forward.
SPEAKER_02Yep.
SPEAKER_01And uh I often find that it's not really until you get in the room and spend time together with the team that uh the real learning opportunities um come clear or get clearer.
unknownYeah.
SPEAKER_01And I think that was the case this time round. No, selfie helped indicate a few things, but also we got some fresh data that emerged in the room from our experience of being with them.
SPEAKER_02Yeah. Yeah. And and as I think back to how we how we achieved that, I think one of the best decisions we made was to not show up as the two experts who were going to tell the team what was right and what was wrong about them. Um we gave them an overview of the team selfie results, and then and then immediately kind of turned the whole responsibility and ownership of that over to them around the general question of what you know, have a have a conversation about these results and what they mean to you, or what they might possibly mean to you.
SPEAKER_01Yes. And at that stage, they were sitting in a circle, and you and I stepped out, not out the room, but we we stepped out of the circle and said we were just gonna observe and leave them to have the conversation.
unknownYeah.
SPEAKER_01And that's important because it's an opportunity for the team to make contact with each other. Otherwise, one of the things I've learned with working with teams at that early stage, if you if I stay in the circle, we stay in the circle, and they're talking about a diagnostic, they'll often look at us as each team member's speaking and sharing their thoughts around a survey or diagnostic. We really want them to make contact with each other. This is their data, it's it's their responses, it's up to them what they make of it. Yeah. Um, so we want to take ourselves outside of that equation. And that that worked well.
SPEAKER_02I'm just reminded, as as we're reminiscing here, I'm reminded of the importance as you observe, you know, to to the the difference between observing or looking for looking at content and looking at process, the different levels, right? And so at a content level, it you know, the what were they talking about? Of course, they were talking about uh specific results that had to do with leadership, right? That was a real uh issue. Credibility of leadership. We talked about that. They there was content around um, we're not clear on vision and goals. Well, we all agree on that. And then there was another piece of content around um, yes, we don't, we don't, we don't necessarily know how to manage conflict and differences well in this team. So that that was one thing, right? So we can look at it at that content level. But it's almost what I end up finding more and more interesting is to to observe for process as well. It's not just what are they talking about, but how how do they go about talking about what they're talking about? How are they what what can we observe in the in the in between team members in how they interact and how the the process of the conversation, the how.
SPEAKER_01And this is that's where our approach is different to traditional approaches. Because in traditional approaches, the intervener often brings the how. Um so we could have had a much more uh workshop-like process around the team selfie. We could have, let's say, get them into pairs, ask them to identify the top three strengths and the top three areas for development, to each pair to report in on that, all of that sort of thing. That would be us managing the process. But that doesn't give us the opportunity to then uh let the team organize its own process for us to experience the team in its more natural state. Yeah. And because and we want to do that because that's data. How does it feel being with this team without without us trying to manage or control how they work together? How does it feel being with this team? What what do we notice as some of the patterns? Yes. So when you and I sat up sat out and observed, and it was about an hour they were talking about the team selfie report. And uh, and what I remember noticing was um you know, at the process level, I remember noticing um a real feeling of um sort of constraint, like um there's a lot of politeness and um and people yeah, people listening to each other, um agreeing with each other, yeah. Uh but I didn't see any disagreement or opposing.
SPEAKER_02Yeah.
SPEAKER_01Um and I had this sort of feeling of yeah, restraint, like a bit of withholding. Some people maybe having more private thoughts internally than they were willing to share at that stage. And perhaps this is common at this early stage of team coaching where they're not really sure how much they want to reveal or they want to speak up.
SPEAKER_02Yeah.
SPEAKER_01Uh, and wanting it to feel nice.
SPEAKER_02Yeah, exactly. Yeah, and I think the tone, the tone for that niceness or that politeness, I think was set by the CEO. Because remember what we said earlier in today's episode. I think he really showed up with a lot of gratitude and desire to, you know, gratitude for the team's input um and and insights and and a real willingness to kind of desire to change things. And um, so it started off with a with a real desire for harmony, I think. But I agree with you, there was a sense of maybe they weren't really willing or able to make to make contact with some of the things just below the surface and kind of stayed at that artificial harmony, that artificial harmony level.
SPEAKER_00Yes.
SPEAKER_02Um which in was probably indicative of the you know the the the strength or lack of strength of the container at this level, uh at this at this at this um at this time.
SPEAKER_01Yeah, yeah. Uh so on the positive side, there were they were listening to each other, they weren't interrupting each other. Uh there was a lot of goodwill I experienced and uh and and gratitude, which which did create a nice feeling in the room. Um but this sense of not quite making contact with what they're really holding inside themselves with their real thoughts and feelings and and and truth. So there's some more work to do on that.
SPEAKER_02Yeah. Um yeah, well, yeah, I would I would go one step further. Not just some more work to be done on that, but it seems to be the at this point to me, it seems to be the work that needs to be done, right? Because if they're not able to make contact um just below the surface, making contact with themselves and really make contact with the others and really or really make contact with what matters to them in the moment, then we're it's gonna be really difficult to do any meaningful work with them going forward.
SPEAKER_01Yeah. Yeah, we're asking them actually, now we're talking about it, to make contact with themselves, with other team members and with the situation. They're in a STS environment as well. And without that, the the this the interactions aren't going to be as meaningful as they need to be.
SPEAKER_02Yeah.
SPEAKER_01Uh as a team. You're absolutely right.
SPEAKER_02So yeah, I I remember Specifically, I remember you asking, I think maybe I heard you I think you I heard you use it once or twice, you know, this idea of uh I I'm not I don't remember exactly who in the team you were speaking to, but you you asked you really invited them to go inside and check in with themselves. You use that language of go inside. What what's going on for you right now? And there was a bit of resistance to that, but I think you were already inviting them to make a bit more contact with themselves. And at one point, I like I like how you bring in the STS at this level uh as well, but um because you also asked them to check in with each other and make contact with each other a few times, using language like um again, I'm not sure exactly who you were speaking to, but you were you're saying, hey John, can you can you can you respond to what Mary just said? Or Mary, how how what did you what did you hear John say to really help them get in contact with each other? So there were lots of in retrospect now, there were lots of little interventions uh to help them start to do that.
SPEAKER_01Yes, that was um that was after so after their first hour or so where they were um in their own circle exploring Team Selfie. Uh, we then stepped in and um helped them to really summarize the key learning areas. And uh and not surprisingly, they came out with you know, what's our purpose as a team, what's our goals a team. They really wanted to work on that in the afternoon. But then you and I did our own goldfish bowl, and we said to them, um, we'd you know, there's the next thing, we'd just like to have a conversation between ourselves with them as witnesses to it, talking about what we noticed at the process level for the team.
SPEAKER_02Yeah.
SPEAKER_01Um so I remember us sharing with them uh that we we noticed the gratitude and what and warmth, the listening, uh the respectfulness nature of how they were talking with each other. And we also said, and and and it, you know, it it felt a bit like a bit like there was some withholding, some restraint, yeah, of not quite making contact with what's really here.
SPEAKER_02Yeah.
SPEAKER_01And I remember you saying, you know, to for a team to really do amazing work together as a team, it's about the art of making the invisible visible, and that that's a practice for all of us as humans to find the language, the the courage, the words, the way of uh of sharing what we're holding inside. And I really like the way you framed it. Uh you made it sound like a philosophical, uh meaningful, important uh piece of work for all humanity to do. And what and a practice, not a tick box exercise, but a practice is something that we'll practice together with the team over time. Yeah, and we were role modeling that in that moment by sharing what we were holding in our hearts, and I remember it feel it felt a bit um uh risky because we're talking about the team at that moment in time, and we're talking about our sense of them withholding.
SPEAKER_02Yeah. Yeah, and yeah, come to think of it, I think the conversation that you and I had in that little fishbowl, the way you describe it in front of the team, with the team listening in, uh, it's very similar to the conversation you and I are having now.
SPEAKER_01Yes, yeah, it was actually, yeah.
SPEAKER_02Really laying bare what we observed in ourselves, in the team, in the larger situation, and how that um and then and then handing that back to them again. No, so it's this ongoing, ongoing process. No, I'm just reminded of John Whitmore's work again, you know, this ongoing process of raising awareness and raising ownership as the basic pillars, yeah, or personal response, you know, yeah, responsibility. Absolutely for and um yeah, so and I think that that's the big opportunity in a team launch, right? Is to help the team to start building that awareness around what is it that we need to learn, how you know what what is our learning edge as a team, and then and to and and give them, start giving them ownership of that response. You start signaling that it's their work to do. And so um, yeah.
SPEAKER_01And the team, there was some good, you know, by lunchtime, there was some real, there was clarity um of of these two learning learning development areas for the team at this stage. The one that was more obvious, the one about um the team's goals and purpose that the team's selfie yielded, yeah. And the one that that emerged through um through the process of around contact and making contact with each other. And that formed the agenda for the afternoon, and it may it'll may and it's likely to continue for some time. But in the afternoon, we worked on that double task of content and and process. So they were working on and talking about what's our purpose as a team and what's our goals, yeah. And we were coaching them at the process level around contact.
SPEAKER_02That's right.
SPEAKER_01And that's right. I remember at one point you you saying to one team member, let's just pause and check here. You know, on a scale of naught to five, we like our scales. If five is you've been really open and you've shared everything that you're holding, and one is you haven't even scratched the surface. How are you doing? What level are you sharing at? And and the team member replied with a uh in truth, it's probably a two or a three.
SPEAKER_02Yeah, yeah.
SPEAKER_01And yeah, and you said, well, what would what would take it up to a three and a half? And I like that that you know, you're asking for a small stretch, a little risk taking at this stage, graded to awareness of this is an early stage.
SPEAKER_02I learned that from you.
SPEAKER_01And the team member did. The team member took a risk. Yeah.
SPEAKER_02I think that what you're saying is key. So they're they're focus there as as soon as a a team starts to focus on content again, there's this, there's always this risk of becoming task-mesmerized, right? They become mesmerized by the content and or oh yes, yes, we've got to really get clear on our goals now. So goal, what's goal one and goal two and goal three get very and and the wording become the languaging of all that stuff becomes important. And then it's almost like the the that need for really making contact with each other that became so figural in the morning, oh, has a tendency to almost disappear again, right?
SPEAKER_01Yes.
SPEAKER_02Um, in into the background. And yeah, and so it's it was very much our role to keep that, to keep that front and center and really help them make contact with the contact and keep building some energy around that so that um um so so that didn't get lost in translation. Yeah.
SPEAKER_01And we did a lot of coaching interventions around contacts, like um, what did you hear? Yeah, uh a particular team member say.
SPEAKER_02Yeah.
SPEAKER_01Um, are you clear? Could you play back what you heard and say? What did it mean to you? How did that land for you? Yeah, really what you're doing.
SPEAKER_02Did you did you did you feel heard? Did you feel did you feel met?
SPEAKER_01Yes. Yeah.
SPEAKER_02And again, yeah, on turn it up to a three or a four, you know, say it like you mean it. Um and yeah, so I think we got a lot done in the team, the team launch. I think they're they're well set up. And and I noticed uh as we concluded that session that there was a uh a real desire to delve into these things uh deeper and a real welcoming of um of you know of this of of working with this magic of of what emerges.
SPEAKER_00Yes.
SPEAKER_02Um and yeah, and not just staying focused on two or three agenda points.
SPEAKER_01Yeah. So um, you know, I suppose in in closing our debrief, because um now we're gonna go and have one-to-one sessions with each team member.
SPEAKER_02That's right.
SPEAKER_01Before we talk about that, um what's your sense of how we were working together in the room? And is there anything that we need to be mindful of or do differently?
SPEAKER_02I think we yes, we have to be mindful uh of the fact that you know we have to check in, we have to keep we're role modeling this, right? I think we need to be role modeling, and we need to continue to role model this. And so I think the the real honest question for you and I will will will will remain um you know, are you and I making contact with each other? Are you and I making contact with the team? And and if we feel that that contact is is not completely on, in the on position, then what what needs to happen in order to switch that back on?
SPEAKER_01Yeah.
SPEAKER_02Yes, because I can get I can get I can get carried away in the content rather than the process as well. I can get really excited about, you know, their goals and and and all of a sudden I'm not and and then I'm I'm forgetting about the process, yeah.
SPEAKER_01Yeah, and I think there was a bit where I got a bit overexcited talking about what really makes a great executive team, and uh hijacked the agenda a bit and um and I can tell because I can feel my energy rising as I'm excited about what I want to share with them of my ideas about what makes a great executive team. And that moment in time, I think you and I lost contact. I lost contact with you and with the team because I can I can see I'm the one holding the energy, it's not in them at that moment. Yeah, so I need to watch for that, yeah.
SPEAKER_02Same here, same here. So, yeah, so let's yeah.
SPEAKER_01So now we're gonna go and have one-to-ones with each team member. I'm really looking forward to spending time with them one-to-one and get more of a sense of each person. And um so our goals for our goal for the one-to-one sessions is really to get into contact with each individual, yeah, start to build the relationship and start the work of helping each person to become aware of what their individual development work is to do in service of team effectiveness.
SPEAKER_02I look forward to debriefing that with you in a couple of weeks.
SPEAKER_01Yeah, me too.
SPEAKER_02Thank you everyone uh for uh for tuning in today and uh hope you enjoy today's episode. Uh Georgina and I are off to do some one-on-one coaching sessions with the individual team members, and uh, we look forward to uh uh to sharing our insights with you um in the next episode. See you soon.
SPEAKER_00If you liked this episode, you will love our free ebook, Beyond the Blueprint: A Guide to Emergent Team Coaching. It's the ultimate resource for leaders and coaches driving true team transformation. Grab your copy via the link in the show notes, hit follow, and we'll see you next time.
SPEAKER_02Thanks for joining today's Journey of Teams Transformed.
SPEAKER_01If this sparked a new insight or a deeper question, we invite you to sit with it. Not to solve it, but to let it unfold.
SPEAKER_02For resources, community, and reflection prompts, visit teamcoachingstudio.com.
SPEAKER_01Until the next time, stay present, stay curious, and keep leaning into the art of emergence.
