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
Everyone or No-One: The Role of One-to-One Coaching Sessions in Team Coaching
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Today, Georgina and Allard take listeners behind the scenes of the one-to-one coaching phase with the executive team at Acme Inc. As they debrief their individual coaching conversations, they explore how one-to-one sessions can accelerate team development—when they remain firmly in service of the team's collective learning rather than individual agendas.
Reflecting on their conversations with each executive, Georgina and Allard uncover a common pattern: many leaders naturally focus on their own success or the teams they lead, rather than the executive team's shared purpose. They discuss how one-to-one coaching can help shift this mindset, strengthen self-awareness, and prepare team members to show up differently in future team sessions.
You'll discover:
- Why one-to-one coaching can be a powerful part of a team coaching engagement.
- How to align individual learning goals with the team's overall purpose.
- The importance of clear contracting and confidentiality in one-to-one coaching.
- How coaches use individual sessions to prepare teams for deeper dialogue, feedback, and healthy conflict.
- Practical dos and don'ts for integrating one-to-one coaching into a team coaching journey.
This episode offers practical guidance for team coaches looking to use one-to-one coaching as a catalyst for stronger relationships, greater ownership, and improved team effectiveness.
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_00For courageous coaches, curious leaders, and anyone passionate about unlocking the true power of Teams.
SPEAKER_02We your hosts, Georgina and Alard. Here to journey with you through transformational insights on how to coach teams with presence, depth, and emergence.
SPEAKER_00Let's explore not just the tools but the art of transforming teams. Welcome to episode 5, where we talk about one-on-one coaching sessions as part of the team coaching journey that we're on with the executive team of Acme Incorporated, as part of this series called The Team Coaching Journey, where teams come alive. So, Georgina and I have been doing some one-on-one coaching with the eight team members, as well as John, the team leader. So the nine people. I'm roughly coaching half of the team, and Georgina has been coaching the other half. And we debrief, uh, we get together and compare our experience over the last couple of weeks. What have we learned about the team? Uh, to what extent have we been able to help the different team members set learning goals for themselves that are in service of the team's learning goals? And we conclude the episode by talking about a few things that we have learned about one-on-one coaching as part of a team coaching assignment, when to do it, when not, and how to do it well, from our point of view, at least. So we offer some some of our do's and don'ts towards the end of this. Hope you enjoy it as much as you've been enjoying the previous sessions. See you soon. Hi, everyone. Welcome to episode five of this uh of this series of podcasts called The Team Coaching Journey, where teams come alive. Uh we talk about this notion, we've been talking about this notion of a journey from the beginning, because remember, team coaching is rarely a one-off session. Transformation takes time, and uh, and and time means different stages and interventions. And we thought we'd shed some light on what those what those interventions uh might actually look like. So uh we speak of a journey, not necessarily the journey, because there's different ways to go about this, but we share um we share, we share a model here with you that uh you know you should obviously feel free to adapt and and uh and build from. Um over the course of this journey, we are working with uh the executive team of ACME Incorporated. Now, ACME Incorporated, as you can probably guess, isn't is a is a composite, uh, but we're treating, we're talking about them as if they were a real team, even though they're based on uh many different experiences over the last years. And you're coming alongside us. We're taking you uh with us into the room and into our debriefs. And um, we're gonna try to keep this as authentic as possible, even though, as I said, we're pulling from different experiences, not just from one actual occurrence. And as we do that, we'll explain why we do what we do uh each step of the way and uh and hopefully uh provide you with a bit of learning and insight and maybe some new questions. So, how did this all begin, George? Do you remember where we began a few episodes ago?
SPEAKER_02Yeah, we began with initial contact, you know, the first email or phone calls that happen. Um, because it really begins as soon as that begins, we're starting to encounter the system of the team. We then um had a team engagement session where we like a chemistry session where we met with the whole team, yeah. And we talk about that in episode two, and then we went on to um have a team launch. Yeah, and we talk about both team launch and then subsequent conversations with the chief executive uh that then informed a learning agenda of sorts. Learning agenda, yeah.
SPEAKER_00Yeah, yeah. At least uh for now, right? Subject to change. But with there's different different points on that learning agenda, um, like uh leadership, uh clarity around vision and goals, um d designing a process for dealing with conflicts and differences in an effective manner, and also um the need to really make contact with each other, which is something that emerged out of that um out of the whole team launch. So and um as a result, so we didn't just end up with a uh with a bit of a learning agenda, we also uh concluded the team launch saying that we would start some one-on-one coaching uh with the team members. So with we've already had a bit of you know one-on-one work with John, the CEO, but we're now um looking at the other eight members of the team Mary, Kel, Helen, Jazz, Noah, Ava, Dan, and Doug, as we've called them. And George, you uh you're you were gonna coach half of them one-on-one, and I was gonna coach the other half one-on-one, because it's either everyone or no one. Um and I'm and of course I maintain my my one-on-one work with the CEO uh alongside that as well. So one-on-one coaching is not always a part of a team coaching intervention, but in the example that we're discussing here, it is to make the whole to give you a a picture that is as that that is as complete as possible. And today, Georgina and I are debriefing that one-on-one coaching that's been going on over the last couple of weeks and see where we go from there, right?
SPEAKER_02That's right. And then after our debrief, let's um let's talk a little bit about some guidelines about one-on-one coaching as part of team coaching, because in our in our webinars and discovery sessions that we hold, it's one of the things we get loads of questions about. So I think it'd be great to come back to that. But first of all, let's begin our debrief and as usual be mindful of our self-team and situation lens so that we're we're scanning through those three lenses as we're making sense of our encounters with the team.
SPEAKER_01Yeah.
SPEAKER_02So I've had my uh four coaching sessions with with the with the four people in the team that I'm coaching one-on-one. I've only had one session with each so far.
SPEAKER_00Yeah.
SPEAKER_02Uh, how about you? How many sessions have you had?
SPEAKER_00Same, exactly the same. I've had um I've had to chase, um, I've had to chase one of them, uh, surprisingly, because I I thought they would they would all be they they would all be um um you know putting pressure on me. Uh, but I um and and uh but there was one of them that yeah, um I'm so I'm I'm sitting with a bit of a question mark around their commitment now, but uh we'll see. And um so I had one session with each, i.e. uh four one-on-one coaching sessions as well, yeah. Um about an hour, about about an hour each, yeah.
SPEAKER_02Mine were an hour and a half, actually, because I want to just spend a bit more time slowing down the contact and getting to know each other and getting into really my my style, my way of coaching. Um but uh you know I'm curious, Al, what uh how how do these sessions leave you feeling? How are you feeling about the team and the individuals in the team now?
SPEAKER_00Overall, overall an overall very positive feeling of of really wanting to contribute to the team's success. And but I've I had to work with with that positioning a little bit because I noticed that uh they um I'm gonna just generalize, but my coaches came into these one-on-one sessions wanting to focus on on personal success, I would call it, rather than team success. So there was quite a bit of um uh my personal agenda for this coaching, um, this one-on-one coaching is as follows. And so I had to redirect and reposition this a little bit in terms of you know, the whatever one-on-one coaching we do, it it has to be in service of the team, uh the team's effectiveness, the team's success. Which of course hopefully goes hand in hand with your own success. Um, but uh for example, one of them really has been, you know, eyeing a uh a promotion for the last two and a half years and sitting with a bit of frustration around um why he hasn't been promoted, even though other people on the team have, uh, or in his you know, in his immediate surroundings. And so um there was a bit of desire to work around, you know, to work around that, uh a bit of a a personal branding plan, so to speak, um, to shine the light on him. And and I said, well, that's not that's not really what this is about.
SPEAKER_02Interesting. I I mean uh first of all, I I noticed you said there was a bit quite a bit of a pause before you talked when I asked you how you felt about it, and it was a bit like yeah, good, but yeah, and and I I had a bit of the same in um, you know, people showed up. I didn't have to um chase people to get the sessions in. Um and the and they were there and eager and um at least interested in coaching. Some were eager, some had had coaching before and really valued it. Um but the like you, they that there was a strong pull towards wanting to talk about their their individual agendas, and and then there's another generalism, but the people I was coaching, they wanted to talk about the teams they lead. And when they were talking about my team, and I explored that and said, you know, who's in your team, they then started describing their direct reports. Yeah, uh, so that was really interesting. There was the sense of who is the team, and the team being the executive team wasn't wasn't there, and I had to had to bring in let's let's hold between us and contract around this that our work together is about the executive team, yeah, and your contribution towards that team's effectiveness. And and I got nods to that, and then the conversation veered back outside to other team members, and um so it's early stages where I would say in their emargos, they're more in their sense of who they are in this organization, they're identified more with their their role as leading their own team than as a team member.
SPEAKER_00Yeah.
SPEAKER_02Which I I think is incredibly common if you don't have a really compelling collective team purpose and really clear team goals that the teams focused on together, that's that's probably what I would focus on as a team member.
SPEAKER_00Yeah.
SPEAKER_02Yeah.
SPEAKER_00Yeah, very yeah, exactly. And it goes to uh what it what it also I think underscores is this uh need for ongoing contracting. Because everything that you're describing, and I and I'm I think what I've been describing is are also examples of uh re recontracting along the way to make sure that we stay on track.
SPEAKER_02Yes.
SPEAKER_00And these are um and these are things that we that we honestly didn't know when we started the work with ACME.
SPEAKER_02Yeah.
SPEAKER_00Right? Um these are things that then yeah. Anyway, so I'm I'm glad we we we caught that and that we were able to um uh to y yeah. Well anyway, I think we've been sending the same messages to the different team members, which is good.
SPEAKER_02You know, there's I have a build on that, Al. You remember this came out of a recent uh diploma session we were running, um, which was we we've talked about always be contracting for quite some time, and I'm really for that. There's also always be contacting.
SPEAKER_00And uh say more about that. I I like the sound of that. Always be contacting.
SPEAKER_02Yeah, uh yes, a new idea, really. I mean, we've talked about contact for a long time, but actually always be contacting. And as I'm thinking about that with with my one-to-one coaches, um I found that uh most of them had difficulty staying in contact with their here and now experience. Um, some you know, agitation, deflection, some desensitization, which comes up when I ask a question, they go, Oh, uh, I don't know, I'll have to reflect on that, I'll come back to it. Um, not not in contact with themselves and uh more in the head, I would say, than really in the here and now. So there's one of the one of the figures for me is staying with contact um throughout our work together because it's so alien for for many people. I think we'll probably be working with that for quite some time. It's not like one session tick, we've done contact, it'll it'll run throughout.
SPEAKER_00Well said.
SPEAKER_02And how did that play out in with your team members? Do you have a similar experience or was it different?
SPEAKER_00No, no, no. There's uh the the the the conversations in general tend to want to go to you know, from here and now to uh to then and there.
SPEAKER_01Yeah.
SPEAKER_00So there's a lot of talk about uh uh well there was yeah, there was some talk about their line management responsibilities, their vertical teams, but then there was also quite a bit of talk about other members on the executive uh team that of course were not present in these one-on-one conversations. And so I had to work a little bit at that. Um because at one point I I started to have questions around confidentiality and the boundaries of confidentiality, George, because they were telling me they were telling me things about you know, examples of past experiences with one or two other members on the team, for example, and how that's still alive for them today. And um, and so I found myself wondering at that point, I find myself wondering at one point um about the boundaries of confidentiality. Is you know, in in in my one-on-one coaching, it's always what happens between the coach and the coache is stays between the coach and the coache. Um but at one point I found myself expressing the following to uh one of my um one of my one of my one of my team members. I said, look, whatever, whatever you share with me here has to be, you have to be willing to share that with with the rest of the team when we're when we're together next. Because I'm, you know, I don't want to be, I felt myself getting really uncomfortable being pushed into some kind of a messenger, a go-between kind of role, right? Where all of a sudden now I know all these different things about personal politics between different team members, but that the rest, but that the team or even you may not be aware of. Does that make sense?
SPEAKER_02It does. Yes. I had a similar conversation, said, um, you know, I'm I'm really glad you're sharing that with me. And my role is is to really help you work out and to rehearse ways of bringing that into the team coaching, either by way of a direct conversation between you and and and the other team member or in the team forum, depending on what's coming out. So, yeah, setting the boundaries of confidentiality. And the other boundary was the the boundary of what our work is, and that and that um two of my coaches uh have personal coaches that they work with, and they were wondering about that. And I said to them, that's fine, because your work with them, that's where you can you could talk about uh how you how you um exercise leadership with the team that you lead and your career development and your career progress. Our work is about your contribution to team effectiveness, which is different.
unknownYeah.
SPEAKER_02Um, and so that was a helpful boundary to set too.
SPEAKER_00Yeah, yeah. And so do you did you end did you end up with um, or did your, I should say, did your coaches end up with some um individual kind of learning goals in service of the team's learning goals?
SPEAKER_02Well, to some degree, I know that's what we agreed up front in the design that we would um focus our early sessions on trying to clarify individual learning goals in service of the team.
SPEAKER_01Yeah.
SPEAKER_02Um, but you know, I found some team members, uh perhaps not unsurprisingly, um, but found them very uh unself-aware. And without that self-awareness, um, you know, I I I asked uh team members, you know, how self-aware are you? What how would you describe yourself? And and how how aware are you of what others think of you? And how aware of you of the impact you have on others? And uh generally I'd say that the awareness was really low, Al, and um people were more prepared to talk about their awareness of others. Uh you know, especially John. I'll talk about, you know, I'm happy to talk about John's uh strengths and especially what I think his weaknesses are and how he could do better as a leader. Um, but self-awareness was low. So I think that's a key figure that's coming through. And of course, as we're working at the team level with the team as a whole, we have a really good opportunity to start bringing that awareness of feedback of how each person's perceived into perhaps the next coaching session. That's that's the thing that emerged strongly for me. So I think I think we started that work about individual learning goals, but I think people have are not really clear yet, and they're picking things like um, well, still attach their own team. I want to become a better leader of my own team. And uh yeah, you could argue that being a better leader of their own team will make them a better leader in the organization. Um, but I think the awareness of of being a member of the team that we're coaching, the executive team, is so low that it's quite a lot of work to get and keep their minds there. That's you know my general theme, I would say. How about you?
SPEAKER_00Yeah, yeah, yeah. And that goes back to contact again, right? Because they find it difficult to make contact with their own kind of learning needs. And um and so you and I sometimes well, not just you and I, but um you and I like to talk about interruptions to contact, right? Or things that stand in the way of making contact. And from what and so I listened to you talk about John, and I kind of had the same thing with uh um who was it? I think with I think with Noah, actually, was one of the other one that I found them deflecting, deflecting from their own development as a yeah, as yeah, um as a strategy, so to speak, to not make to con you know, to not make contact with their own development needs. Deflecting deflecting towards other people other people, other people's needs.
SPEAKER_02Yes, and some projecting on others, you know, John should be more clear. John doesn't, you know, I've I've one person said I've talked with him, I I've told John my feelings about another team member, and he hasn't done anything. Yeah, you know, pushing everything up to John as the parent to deal with, but avoiding having those direct conversations.
SPEAKER_00Yeah.
SPEAKER_02So yeah, you know absolutely contact.
SPEAKER_00So I think I'm I think I kind of arrived at a similar place uh that that you know that you did with with your coaches, that there's there's some there's a bit more clarity around individual learning goals, um, but not fully, fully formed yet. But I did ask them um to to finalize that work and and and and show up willing at the next team coaching session, uh, share up willing to um show up willing to share those those individual learning goals with the rest of the team.
SPEAKER_02And a build on that for me would be uh to share their individual learning goals and ask for feedback from team members. Uh and that could look like you know, asking your team members, what's the one, what's the biggest thing, the one big thing that you uh see is the opportunity for me, my my development area in service of being a more effective member of this team.
unknownYeah.
SPEAKER_02I'm a big fan of getting to the one thing. I think you know, feedback gets lost or diluted if there's too much of it. Um, but it'd be interesting, you know, at the start of our next session to see where they're at. So I wonder, Al, if we might begin the next session after our usual check in with um we could either start by asking them that open coaching question of given we've all had one to one coaching sessions and what came after the team launch, what do You think is our we need to focus on in today's session. That's one option. Well, the other one is that we do the check-in, and then you and I do a fishbowl where we're talking about uh self-awareness, the need to raise awareness and be aware of our impact on each other, and offer to them the idea of this idea we've had of sharing their development goals.
SPEAKER_00Yeah.
SPEAKER_02And getting some feedback from each other.
SPEAKER_00I've just written it down. So because I I I I've just captured it. I think that's an absolute that's a great idea.
unknownYeah.
SPEAKER_00And so I d I don't want didn't want to lose that.
SPEAKER_02Okay. And and I guess, you know, if they go, well, yeah, but you should have told us up front so we could have prepared for it. We've got two days with them next time, which is brilliant because we've got that overnight time where they can make more contact. So if if if they need that, we can give them some time in the first morning, time individually to prepare more.
SPEAKER_00Yeah.
SPEAKER_02Hear what I think my individual learning is, and here's the feedback I want to give others.
SPEAKER_00Um, yeah. And I've given them a heads up anyway, so and but I I may just reinforce that prior to the next meeting anyway. Get in touch with them real quick.
SPEAKER_02Yeah. So the so the themes we're working on is is contact and awareness.
SPEAKER_00Yeah.
SPEAKER_02And um the other one was about leadership clarity and the team's purpose and and goals. And I know we got quite a long way with that in the team launch. Um, but do you remember at the end they said they were going to do some more work on that between the sessions and and really clarify and write down what their purpose is and their goals as a team? Um so we we might check in on that and see how they're doing on that.
SPEAKER_00Yeah, yeah, yeah.
SPEAKER_02Where they've got to.
unknownYeah.
SPEAKER_00Exactly. Yeah. And um, so we can start, you know, planning not just for the next coaching session, but for the next coaching sessions and uh and uh and agree on what we think might be possible themes for those different coaching sessions. Because there's still that issue of um uh you know how how do we deal with conflict and conflict and disagreement and difference in our team. That that's going to, I'm sure that's not that's still figural in somewhere that it's not going away. So once the once the container is a bit stronger, that's maybe something that we can work on.
SPEAKER_02We can start uh allowing the heat or dialing the heat up a bit. Yeah, I like that uh working in real time around conflict, staying in contact during conflict. Before we close off the debrief on this, um I'm curious uh how your one-to-one was with John, and if there's anything that we need to explore there in to inform our next session.
SPEAKER_00No, no, nothing, no, nothing particular. I think John was very happy with the way the uh the team launch went, and um and and I think he's been getting um some feedback from uh from different members of the team subsequent to that, some positive reinforcement, and people enjoyed him showing up uh with a certain amount of vulnerability and courage and openness to learning. And um so I think he set he set a really good example and and um for the rest of the team and wants to continue doing that. He's he he doesn't, you know, he he looks back to the team launch with uh with positive feelings.
SPEAKER_02And um to what degree is is he getting was he clear on his development as a as a leader, his individual development and focus for your coaching?
SPEAKER_00No, well he he's very much focused on on making sure that he provides the um the the team with clearer leadership, yeah. Uh a better communication and um and less less assuming that the the team are on board or know as much as he knows and uh so he's yeah um I think he said at one point um that he realized he needed to slow down to go faster.
SPEAKER_02Yeah.
SPEAKER_00I thought that was a beautiful insight. Slow slowing down to go faster, which is very counter counterintuitive for him.
SPEAKER_02Yes, I know the feeling. Um, I have another idea. So um I wonder about having you having another conversation with John before the the next team coaching session, uh to think about how he wants to bring that live into the here and now in the room. His development, his the clarity that he wants to bring to the leadership. And the reason I say that is in my experience, sometimes if we don't have that conversation, sometimes team leaders show up in team coaching sessions with somebody's told them to take a back seat.
SPEAKER_00Yeah.
SPEAKER_02And let the team do all the talking. And uh, given that the team want more leadership from John at this stage, um, you kind of want to support him in getting in and practicing clarity. Fantastic.
SPEAKER_00Made a note of that as well. So yeah, I like how this is all coming together. And I just wanted to say how incredibly happy I am, seriously, that we're doing this assignment together. Um, you know, I'm sure either one of us could have done it um by ourselves, right? But the um the the um the value of these debriefs is is is humongous.
SPEAKER_02Absolutely, thank you for saying that. And I do find it's so easy to get overwhelmed with data points in the system and to uh and dynamics. Um it's much easier when we're doing the debriefs as a way of informing where we go next.
SPEAKER_00So yeah, um yeah, and I know it's not always possible, right? There's not always there's not there's not always budget, I would say, available to have um the two of us there, but uh but what a difference it makes when when there is, and um and I think otherwise I I'd be talking to my supervisor about some of these things, quite sure.
SPEAKER_02Yeah, absolutely. Well, we'll we'll still do that when we have conversations with our supervisor. Yeah, um, yeah, I absolutely agree. So before we close on this episode today, let's um take a few minutes to think about one-to-one coaching as part of team coaching. And what have we learned as some guidelines or parameters that that that we operate by?
SPEAKER_00And hopefully we we make some of these visible uh throughout the uh the debrief we just had. But I think the overall concern for me is um to to ensure that the one-on-one coaching stays connected to and relevant to the overall team coaching assignment that we're uh that we've been contracted for. And so that means, yeah, that's so and so that has an impact on the on the on on the agenda, so to speak, of the one-on-one coaching.
SPEAKER_02Yeah. Um that's really important. And um, you know, I'm a huge fan of doing one-to-one coaching alongside team coaching. I know there's some authors and speakers about team coaching who say the opposite. They say you absolutely shouldn't do one-to-one coaching as part of team coaching because the client's the team. I'm a huge fan because I believe that um team effectiveness is constrained by um by people whose behavior um is not developed the capacity it needs to be relationally, to be able to get in the room and collaborate effectively as a team. A lot of people just haven't had that development. What has been developed is their thinking capacity or their knowledge or their expertise. Um so we can talk about a team's purpose and team goals and team behaviors all we like. Um, but a team coaching environment sometimes doesn't give enough time for somebody to really process their beliefs around how they're showing up in the team. For example, uh one one of the team members in the team we've been debriefing talked about how she's a real people pleaser. And we we went deep into where that came from and how that how she grew up being trained really to be a people pleaser and how deeply rooted that is in her. And so she finds it very difficult to not, you know, to shift from uh wanting to please John in particular as a chief exec. It's like pleasing that imagined parent. And that's not something that uh we want to.
SPEAKER_00Is that Helen? Is that is it was that Helen or or Jazz?
SPEAKER_02Jazz Helen, yeah. Yeah, yeah. It's not something we want to force her to uh go into her childhood history, you know, in in front of the whole team. This is background work to do with her with with um compassion and time.
SPEAKER_00Yeah.
SPEAKER_02Um so yeah, so that's a big fan of that one-to-one work uh and that space for deeper personal development alongside.
SPEAKER_00And then I would so I agree with you, and I but and and I would advocate for either everyone or no one.
unknownYes.
SPEAKER_00You know, it's it's like I think be a bad idea to go do individual coaching with three of the eight team members, or four, but not the other four, because then there's always this lingering question around why me or why why why her and not me. Um, yeah.
SPEAKER_02I learned that the hard way. One time when I was coaching a team where only one team member didn't want coaching and uh was already working with somebody, and I agreed to that. And um, it created a really weird dynamic because I had this these one-to-one coaching sessions where I was um you know close with um all the team members, including the team leader, except for this one person, and it was a real lesson to me about that that was not that did not create a helpful dynamic for the team's development. And um so yes, I agree with you on that one. And then yeah, something else I say is uh you know, let's keep the keep up the momentum. So sessions four weeks apart, six max. Yeah, otherwise um that fizzle effect happens and everything we've talked about in one session just disappears, and we spend half the session just trying to get into relationship again.
SPEAKER_00Yeah. Yeah, and and last but not least on my list is that notion of confidentiality that we discussed in our debrief, that we we draw the line of confidentiality not just around the one team member and and ourselves, but that the that the the the the boundary of confidentiality includes the whole team so that yes, the coache can bring what they want, uh, but you know, be careful that we want to be careful that we don't become the messengers.
SPEAKER_02Yes.
SPEAKER_00Um or the go-betweens. Yes, yeah, it really is. Yeah.
SPEAKER_02Yeah. I guess that uh speaks to a deeper learning that I've had over the years of what, 26 years of working as a team coach now, is that their issues and tensions are not my problem to solve. And I think when I started out, I would hear all the concerns and complaints and worries of individual team members, as well as the team as a whole, and take it all on board and kind of feel like that was now my responsibility to solve. And I think what we're practicing here is how do we hold it lightly and keep the awareness and responsibility with the team.
SPEAKER_00Yeah, and and make it clear to them that you and and make it clear to them that we can support them as an individual in in bringing whatever is on their mind into the larger group, into the larger into the room.
SPEAKER_02Yeah, absolutely.
SPEAKER_00Okay. So so that that concludes really um this episode around uh one-on-one coaching sessions as a uh um yeah, as a part of this particular team coaching journey that we've been describing and will continue to describe. And um see you in a in a in a few weeks for episode six, at which time we'll be uh, as we hinted at, we'll be talking about the uh you know the the next few team coaching sessions and how to how to prepare for those and how to bring in what we've learned so far and uh and keep contacting and keep contracting uh with with the team as they're uh as their learning unfolds.
SPEAKER_01Exactly. I'm looking forward to it.
SPEAKER_00See you in a couple of weeks.
SPEAKER_01See you. If 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_00Thanks for joining today's Journey of Teams Transformed.
SPEAKER_02If 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_00For resources, community, and reflection prompts, visit Team Coaching Studio.com.
SPEAKER_02Until the next time, stay present, stay curious, and keep leaning into the art of emergence.
