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 Power of the Check-In: Building a Team That Connects
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Download our FREE e-book Beyond the Blueprint: A Guide to Emergent Team Coaching
In this episode, Georgina and Allard take listeners behind the scenes of their first two-day team coaching session with the executive team at Acme Inc. As they debrief the experience, they explore how the real work of team coaching begins—not by following a fixed agenda, but by helping the team discover what matters most in the moment.
From purposeful check-ins to powerful interventions, Georgina and Allard reflect on how the team gradually shifted from talking about tasks to talking about relationships. Along the way, they unpack how ownership of the agenda increasingly moved to the team, creating the conditions for deeper conversations, honest feedback, and meaningful behavioural change.
You'll discover:
- Why check-ins are one of the most valuable tools in team coaching.
- How coaches work with the ever-evolving reality of the team rather than a fixed agenda.
- Why making the invisible visible creates opportunities for deeper learning.
- How interventions such as fishbowls help teams strengthen awareness and connection.
- What happens when team members begin sharing feedback, vulnerability, and development goals in front of one another.
Georgina and Allard also reflect on how they continue building the container for psychological safety, enabling the team to move beyond surface-level conversations and develop the trust needed for lasting transformation. This episode offers a fascinating glimpse into what happens when a team begins to shift from working alongside each other to working with each other.
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. In this episode, we talk about our first proper team coaching session with the executive team over at Acme Incorporated. We uh talk about the two days of work that we did with them, covering different elements of the work that we did. We talk about the importance of taking the time to do proper check-ins, talk about a few techniques that we use to intervene, fish bowls, etc. And um we talk about how we contract around an agenda for the session and the ever-evolving what is, and how how do we track what is now and how what is now might be different from what was a month ago with this team, and how different it will be from what's what's to come. So how do we stay in touch with the ever-evolving what is, and how do we track the team's ongoing ability to make contact with themselves and with each other and with the uh work that they need to be doing? And we help them build a stronger and stronger container in which they can do that work and go deeper and deeper into what really matters to them, thereby increasing their ability to transform into the team that they want to be. Enjoy the episode, everyone.
SPEAKER_02In this episode, we're going to be looking at the first uh team coaching session with our team here, which is the executive team of ACME Inc. The team we're talking about is actually a composite of many teams we've worked with. But we're talking about them as if a real team, because the insight is really in how we process what emerges as it comes up and how we use that processing between us as a pair of co-coaches to really inform where we go next. Uh, just as a reminder before we get into the debrief, team coaching is rarely a one-off session. It's a journey that takes time. Um, often team coaching will take place over six months, a year, sometimes two years, depending on the depth of the work. And over the course of that time, there's different stages and different types of interventions. If you listen back to the first episodes in this series, you'll encounter the earlier parts of the team coaching journey where we looked at the very initial contact, and then we went on to uh exploring an engagement session, like a team chemistry session that we did with a team, which then folded into a team launch and so on. And now we're picking up after we've done one-to-one coaching sessions with each team member and the team leader, really exploring their individual um development in service of team effectiveness. You're meeting us as we're debriefing after our first two-day team coaching session with the team.
SPEAKER_00Yeah.
SPEAKER_02So let's pick up from here.
SPEAKER_00Excellent. And what a what a what a luxury, right, to have two days with this team and really get to know them. Um I had um I had an absolutely wonderful time. Time flew by. And so, and but let's see what um what we can conjure up together as we reminisce uh of what happened and um and what we observed again in ourselves, in the team, and uh and anything that might stand out in the larger context or larger situation that we uh that we were mindful of as as as the work unfolded. So yeah, two days. I remember um I remember we started on day one with um with a good old check-in.
SPEAKER_02That's right. Yeah, it's a it's a bit of a pattern of ours to start with a check-in, and it becomes a you know minimum, minimum viable structure that we that we we use with most teams. Um how would you describe the purpose of a check-in?
SPEAKER_00Yeah, I was just thinking about that, and um I was gonna say it's it's more than an icebreaker, right? Or it's it it's more it's it and it's even more than so it's a check-in will bring will bring to life all the different voices that are present in the room, but it's but it's not just that. It's not just a transactional kind of working working around the circle saying, you know, what's up with you, what's up with you, what's up with you. And um I think it's a uh the way I look at it is um as a mechanism, if you wish, to start to make the invisible visible. Now we've we've used that language, I think, in previous episodes, but uh to make the invisible visible. We want to we want to find out what's in the field. We want to invite people to make contact with what is real for them here and now and share that. And uh and this and the level or depth of sharing will very much depend on you know on the on how much safety there is, how strong the container is that we've built so far, and um, but it will lay bare what's in the field, and we know that what's in the field is such a big determinant of our own behavior as individuals, right? Um yeah, so it's like what are we work what are we working with today?
SPEAKER_02Yeah, or where are you now?
SPEAKER_00Yeah.
SPEAKER_02Um some open question like that that brings them into the here and now presence. What's here is really what we're saying.
SPEAKER_00Yeah.
SPEAKER_02And uh as it's a practice, teams uh get used to doing that. And and I find the check-ins get richer as we go along.
SPEAKER_00Now I noticed, George, I noticed so STS, that first S. I noticed myself getting a bit of nerve. I felt I started to feel a bit of tension as we were working around the room in this check-in, and some people were taking more time than others to do their check-in. And I could and I I could have sworn that I saw all the faces of some of the other team members. I think it was Cal, you know, I could see them get fidgety and go, Oh, can we hurry this up, please? You know, why are we taking so much time talking about ourselves and what we bring into the room? Can't we just get in and do the work now, please? Did you notice that or was it just me?
SPEAKER_02Yeah, I noticed a a bit of that and uh um a desire to kind of hurry up and get get on to the real work.
SPEAKER_00Yeah.
SPEAKER_02And um the team are still learning that this is the work. But I like the way you named that uh in the room, and and you said to them, you know, this might seem like it's taking a long time. Actually, what you're likely to discover is this is the work. When you do a real full check-in and you're very present and open with each other, the work appears. So let's make this meaningful. And that that really shifted it, and I noticed greater contact, yeah. People more invested in you in using the time well. So that was a good intervention.
SPEAKER_00And I noticed that um I think it was a great idea that you went first because I think your check-in, especially because they don't really they didn't really know what it what we mean by check-ins yet. And the fact that you went first and talked about some of the stuff that's going on for you behind the scenes that nobody could have known unless you had expressed it.
SPEAKER_02Yes.
SPEAKER_00You know, personal stuff, right? Um But um I think that gave others permission to dig a little bit deeper and take a little bit more risk in sharing what was going on for them, other than, oh, yeah, I've been really busy lately.
SPEAKER_02And um, yeah, good point. I do believe that um we can't ask teams to go when we're not prepared to go ourselves, and that our tone, our way of being, how we show up, kind of establishes the container. And um, if we stand outside and just invite team members to be open and vulnerable, but we can't go there ourselves, uh it's likely to inhibit what what the team will bring. So it was a good check-in, and and uh a lot of people reported that enjoyed the first one-to-one coaching sessions, which was really good to hear.
SPEAKER_00Yeah, yeah, yeah.
SPEAKER_02Um and the other thing was that um a couple of people mentioned that they had continued the work on the team purpose and goals since the last session, and I was really excited to hear that. Because oftentimes with teams, you know, you know, something they're gonna take and do, and it's not owned and it doesn't happen. Uh and that can uh leave a team feeling like they're not very successful or feeling defensive. So uh so that was really encouraging that stage. And I was feeling right, we're off to a good start here.
SPEAKER_00Yep. And um they'd also been they they'd also been working, and uh I noticed myself hesitating as I say this, but they they had been working on their individual, their individual development goals, the ones that we'd been um addressing with them in the one-on-one coaching. Um but I also noticed that they they not all of them were um you know, were w had been going at the same pace. And so I th there were some people that I know you that I think had real clarity already about what their individual learning goals had to be in st in order to serve the team to the best of their ability. And others were not quite there yet. So I think it was a good idea that we we we gave them some some some individual time to just finish up that work of um of thinking about their their individual learning goals, development goals, yeah.
SPEAKER_02Yes, so um so after the check-in, uh what I remember is that you and I uh did a little fishbowl.
SPEAKER_00And yeah, we did that, we did that before anything else, you're right.
SPEAKER_02Yeah, yeah, we did that, and uh we shared with them um some thoughts and feelings about what we've been noticing. I remember uh we highlighted the main units of work that came out of the um the team selfie uh around vision and clarity and their capacity to work with conflict and work through conflict. Um, but we also brought in that we'd noticed uh and talked about the capacity for contact and how unless a team really has the capacity to make contact with each other, full contact, then there's very little teamwork happening. Yeah, and we proposed that that's where we, you know, we continued that work for this session whilst we work with each each individual person, brought their um shared where they thought they were with their individual development goals. That's right. And at the same time, we were prepared to jettison that and go with what they wanted to bring for the agenda for the session.
SPEAKER_00Yeah, yeah, yeah.
SPEAKER_02And that enabled us to get a good contract for the uh for the for the rest of the two days, I'd say.
SPEAKER_00Yeah. Yeah, it's interesting that notion of that willingness to jettison and abandon, abandon even the best plan, right? As as we track what's happening in the room. I think you you you sometimes use that language of the the ever-unfolding what is. Because the the what is is not static. It's um no matter what what a team self-reassessment or one-on-one interviews with team members may tell us. We we keep noticing again and again that um the what is is ever evolving, ever unfolding.
SPEAKER_02Yeah, yeah, the team isn't a car engine that you can diagnose and go, okay, that's the bit that needs repairing, because the team and their context is changing all the time. And so we hold that very lightly and and and also what uh turns up in diagnostics may not, you know, a team might be quite guarded initially and may not get to the depths of what's possible. So as the team builds psychological safety with us and with each other, and they get into more contact, the real work um is more likely to emerge. So we got a contract, and at this stage, um, I know we proposed uh what we thought the focus of the session could be.
SPEAKER_01Yeah.
SPEAKER_02Um, I think that's quite appropriate at this stage. It provides a bit of safety and guardrails for the team. Um, but we are looking to fade as soon as possible our facilitation, as it were, of the team. So they don't become dependent on us bringing a design and us being the one with the answers around what are we going to do next. And I know we were very mindful of that.
SPEAKER_00Now the the the contract um or the topic, yeah, the contract that we suggested for these two days was really around the focusing on individual development in service of team effectiveness. But that wasn't a wild stab in the dark. I think you know that was very much informed by the one-on-one sessions that we had had with them before. And um and and going back to everything we learned about the team during the team launch. So everything in that little in that little that little diagram of or of of ours, of that that that that journey is is there to yeah, it's it's it's a progressive kind of path, and and it allows us to track the unfolding what is and respond to it as it evolves.
SPEAKER_02And we made some, you know, we we started that out by asking them uh by giving them a sense of this could be deeper work. Uh it may bring up some emotion. Um we want to slow it down and give time to really understand each other. We might do a bit of one-on-one coaching with individual team members in front of the group with their permission. Um, and that we had two days, we have time to really explore this. And I think that settled them in and set some expectations. Um, and also they were able to make some requests, you know, can we have plenty of breaks and uh um I just want you to know that I don't like talking about personal things or talking about myself, so I'm going to find this really uncomfortable. You know, we were able to surface that resistance and any concerns people had.
SPEAKER_01Yeah.
SPEAKER_02Yeah. And then we went into the work, and and uh John, who's the chief it's at, he you'd already had a session with him beforehand.
SPEAKER_00Yep.
SPEAKER_02And um it seems he'd decided he was gonna go first.
SPEAKER_00Yes, yeah. He had been really working on his own kind of personal develop development goals and uh and really showed that he owned them. Um and um and really did a bit of a a double whammy there because he you know he'd been perceived as lacking clarity, but but I I I I found that the way he shared his own goals uh was really a masterclass in in clarity as well, and um and and you could see that the the the rest of the team responded to that.
SPEAKER_02Yeah, yeah. Um and what touched me about that was him saying that um one of the realizations he'd had was that he hadn't um brought enough clarity because he didn't want to be seen as a leader who was command and control and it's all about him. So he'd been leaving space for team members to step in and step up. Yeah. Um, but he'd had the realization that he'd done that too soon and that the team needed more clarity at the start. And um, I think the tone and and the vulnerability he brought in really um deepened the work for the rest of the team.
SPEAKER_00Yep.
SPEAKER_02And then we uh uh after you.
SPEAKER_00No, uh I really liked that he he he he shared his goals and then asked for for feedback.
SPEAKER_02Yeah. How do you think that went?
SPEAKER_00I think that went really well because and because it said that because it was you could you hmm there there's still a bit of withholding, of course, at this point. You know, people are not gonna tell John exactly everything that's on their mind, but they gave him um I think they gave him valuable feedback, little pointers, and and in an affirmative yet and stretching way as well. And and it um and what I like about that is that it set the tone for for for the you it was then copied by everybody else. That that that um that mechanism of here here are here are my goals the way I see them. And now please give me some feedback.
SPEAKER_02Nice.
SPEAKER_00Yeah.
SPEAKER_02Yeah, I particularly remember uh Doug giving him feedback about how the one-to-one conversations they had, uh John had been using the time to check in on updates on tasks. You know, how's this report going? And how's that bit of work going? Operational stuff. And what Doug was really wanting was more developmental conversation. How am I doing in this team? Am I contributing enough? Um, so that opened up a new door. I could see a lot of people nodding when Doug said that. And I think they could really relate to um the time getting hijacked really and used for operational updates rather than developing their relationship and and how are we doing kind of conversations. Yeah. So that was a great start.
SPEAKER_00Yeah, and interesting how that's part of that ever unfolding what is. And and maybe there is some upcoming work for us and the team uh on on a new polarity here around strategic versus relational and where you know where the team is at and where they want to be, and what the cost-benefit of each of those well, of that whole spectrum is really, depending on where they're at and where they yeah.
SPEAKER_02And uh, it's a very helpful polarity, strategic versus relational. It's at least as far as I know, it comes from the Gestalt International Studies Center in Cape Cod. That's why I encountered that language. And uh, you know, just strategic, it's all about uh content and task and action and what are we gonna do. And relational is all about dynamics and contact and how are we? Yeah, the I, thou part. And many teams that I work with, I would say if you if you had a continuum, their their leaning would be towards the strategic, high on that, and low on the relational. And uh there's a I mean it's great that there's a strong determination towards getting stuff done and and um being productive, but it's usually the relational stuff, the misunderstandings, um, dislike of certain behaviors, lack of ability to work through conflict that that gets in the way like a drag on the aeroplane's wings. You know, it it hampers progress. So by by offering that up, we can we can balance that out, um, the strategic and the and the more intimate aspects of the nature of a team. Yeah. So we continued with um with individual team members, one at a time, getting into the hot seat as it were, and sharing their development. And uh I think I think Doug went second actually, building on his feedback to John, saying he really wanted developmental feedback, and that was brave because it it it took it deeper. And uh, you know, people were able to give him some some good, quite strong feedback. So that you know, I was observing that going, they can do conflict in the right container, the right time, they can say stuff that could be challenging to hear. And they did it with care.
SPEAKER_00Yep, and they did it, they did it with care, and they do and they're and they're starting to do it with less and less guidance and structure from us.
SPEAKER_02Yes.
SPEAKER_00So there's um um so I think what you and I have done well up until now is create the conditions for them to have a conversation amongst themselves, and I noticed them uh over the course of two of the two days starting to feed less into us and make more contact with each other. There were there were moments where honestly there were moments where I remember looking at you thinking, why why are why are we here? We're not doing anything. They're they're doing the whole thing.
SPEAKER_02Yeah. Yes, and now creating the container, aren't we? We're creating the space where this work happens. Yeah. So the other thing I remembered out was um when it was Helen's turn, she was talking about um people pleasing would have come up before and um how she'd realized how much how hard she works to try and get John's approval.
SPEAKER_00Yeah.
SPEAKER_02And um and then you said um you asked her permission to do some one on one coaching with her in front of the group.
SPEAKER_00Yeah.
SPEAKER_02And that was really powerful. And um and and and you went you went quite deep into where the people pleasing came from and she was very open.
SPEAKER_00She was very brave and very open. Yes. And I and I hope that will stay a part of the you know, that will remain par part of the way we work with this team, right? There's uh of course we we we can coach them as a team or or we can address a question to them as as a whole, as one unit. But I really like also working at diff other levels of the system, right? And so doing a bit of work with an individual. In in but again, in front of everybody else, because it's all in service of raising the collective awareness, isn't it?
SPEAKER_02And with their permission.
SPEAKER_00And with their permission. Yeah. But but ha uh uh or inviting two people to have a conversation together at that interpersonal kind of level.
SPEAKER_02Yes.
SPEAKER_00Um yeah, um and that was meant to well, wasn't it?
SPEAKER_02By other team members, they were really uh offered a lot of appreciation for her courage.
SPEAKER_00Yeah.
SPEAKER_02And I remember Jazz saying that that set the bar really high now because she was gonna go next. And with a little bit like gulp, I've gotta I've gotta get uh a bit more brave about what I'm prepared to share in front of the group about my own development. And so it went on with this sort of deepening.
SPEAKER_00Yeah, yeah. And and hopefully they'll they'll they'll keep doing that even when you and I are not there.
SPEAKER_02Gave them some great practice for one-to-ones, not just with John, but one-to-ones uh across the team. Yeah, yeah, yeah. And uh and was was very revealing. No, throughout it, of course, they were talking uh sometimes about content. You know, I I'm that report that you were meant to do last week was late and that um but they were also bringing in process, you know, that that I found that really frustrating because it meant I had to spend stay up really late that night to get ready for the executive meeting the next day. Cut my sleep short, I arrived tired the next day, I was really frustrated. Um, you know, they really started to work more at what was happening in the space between them in a courageous way.
SPEAKER_00Yep. Yeah. Yeah. I hope that language becomes part of their vocabulary now too, just by mere osmosis, really. But yeah, because you know, there was there was a lot of content in the conversation. I mean, unavoidably, right? And it's nothing wrong with that. They're they're all sharing their individual goals. That's content, that's stuff that they are talking about. But we've we we also know from um I think from way back in the team launch that there was a real desire to make um for them to make um contact with each other and contact with themselves. And that's a process kind of issue. That's not something you talk about, but that's in the way in the way you talk about and relate to each other. And so, yeah, we were able to track that. Uh that that that evolving ability to make contact with themselves and with each other and and feed and of course and and feed feed our observations back to them. Yes, in a way, yeah, supportive way. But and at the same time, yeah, I think that language of content versus process is becoming part of their um yeah, of the way they think about the work that they're doing and how they're doing it.
SPEAKER_02And uh about two-thirds of the way in, I guess it was I'm not sure, I think it was a just uh just after lunch on the second day, we really started to shift um responsibility for the agenda, the team. So we started out with with um suggesting we had a check-in on where are we now, what's shifted, what's shifted between you and where do you go from here. And um, I think the idea came up at the very last minute. We said, let's step out the circle for that. So they're not looking to us for for guidance, but they they have the conversation between them about where to go from here. Yeah, and uh, I know one of the things we we like to do with teams is see how how they go from many to one. So at that point, you know, eight, nine people could have had different ideas about where do we go from here in the the rest of the day. Um, and uh we were able to step out and watch how they did that. Yeah, and and that was that was very interesting, and I think that yielded a new piece of work, a new unit of work, because you know what what I noticed was um everybody said something different about where we go from here. So we ended up with eight different things, and then the team kind of stalled, and I think they were probably waiting for John to call it and say, Okay, right, this is where we go. And uh um, it left a sort of uh a bit of a flatness at that point, and I was thinking, yikes, what happens if they don't come up with a theme of where they go? Um so I think we we then asked permission to intervene at that point. Yeah, and um you said something like, Oh, I notice everybody's shared where they think we go next. Um we're noticing you seem uncertain as a team how you're gonna decide on the one thing.
SPEAKER_00Yeah.
SPEAKER_02Perhaps that's now the the development area for the next part of the day.
SPEAKER_00Well, we went as far as say I think we went as far as saying, how about a little experiment?
SPEAKER_02Yeah.
SPEAKER_00How how about you use the next 10 minutes to go? I think you use the language to go from I to we.
SPEAKER_02Yes, I remember that now, yeah.
SPEAKER_00From like from the many to the one, like you said. But uh um so ten ten ten minutes to go from the I to the we. And uh and and we help them a little bit identify which of you know, because different people were sitting with different figures and or different ideas, right? And and we helped them identify which of those figures maybe had the the most energy behind them.
SPEAKER_01Yes.
SPEAKER_00And so and so and yeah, and then no surprise, I think they're still very eager to work on on you know, even even more clarity in terms of their goals, their vision. And and a real and and that ongoing desire to work with um with difference and and conflict. But also I think there was another figure that arose at one point, another collective figure that they seemed to rally around, which was um you know, we want to work with some with other stakeholders in the organization. Like the board, I think was mentioned specifically. How we're perceived. How we're perceived. And so all that might might, I on I I underline the word might, um, might turn into units of work that that become the the the basis for the the next few team coaching sessions, because fortunately we have more than one with them.
SPEAKER_02Yes.
SPEAKER_00But we'll see, we'll see what emerges. We'll see what happens.
SPEAKER_02So talking of that, between now and the next team coaching session, uh, because we've got several several team coaching sessions lined up. Um we've got one-to-one coaching sessions between each one. So between now and next, we'll be doing individual coaching with team members continuing to work on their individual learning goals. Uh, and and the level of learning they're they're picking to work at, like people pleasing that we've talked about, that can run deep. That can take quite some time. So um, so I I think we should stay with that, not keep switching around what the focus of the coaching is, but really deepen into that work for a while until we start to see and they start to experience shifts in the team. That should be really interesting. Is there anything else for our debrief today?
SPEAKER_00Nope. I'm um I'm I'm I'm I'm mindful of the fact that we've we've kind of started this process of handing the baton over to the team. And by and by that I mean we're like I said earlier, uh I have the feeling we're doing less agenda building and structuring. And you know, it's not this last session wasn't a workshop anymore. It it really was uh it's the the work is starting to become much more emergent now. Yes, and and they're starting to become comfortable with that, of not knowing in advance exactly what's going to happen between 1230 and 1.30, and then between 2.30 in the afternoon and 2.45, and um, and um and becoming more mindful of what is most relevant and most important um in in in the here and now.
SPEAKER_02Yeah.
SPEAKER_00And so yeah I um yeah, let's continue, let's continue to um to facilitate that transition.
SPEAKER_02Yes, great. Okay. Uh let's close off our debrief there and pick up again next time.
SPEAKER_00Yeah, so we're gonna we're gonna fast forward a bit, right? Between now and next, because we'll probably meet with the listener again in two weeks, but we're going to pretend that a little bit more time has passed and that we've had several of these kind of coaching sessions.
SPEAKER_02In a similar rhythm of noticing what figure, which is a theme, a strong developmental theme for the team, what figure has emerged. Uh, that's that's the next opportunity for development, then and then and then working with that, working that through live with the team, not encapsulated in one session. It might be that it takes many sessions to shift, like working with conflict. It's not like, oh, next session we'll do conflict tick. That's done.
SPEAKER_00Yeah, done.
SPEAKER_02These things take a long while to to uh or can take a long while to translate into behaviors, um, you know, back in back in the meeting room. Okay. So lovely.
SPEAKER_00They're a great client to work with, they're responding well to the coaching, and I look forward uh to discovering what lies ahead for them and for us.
SPEAKER_02Me too.
SPEAKER_00And I hope that uh you will all join us again in a couple of weeks from now.
SPEAKER_01A couple of weeks' time.
SPEAKER_00Thanks, everyone.
SPEAKER_01If 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.
SPEAKER_00Not to solve it, but to let it unfold.com.
SPEAKER_02Until the next time, stay present, stay curious, and keep leaning into the art of emergence.
