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
Live-Action Coaching: From Off the Pitch to On the Pitch
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Download our FREE e-book Beyond the Blueprint: A Guide to Emergent Team Coaching
In this episode, Georgina and Allard explore live-action coaching and take us behind the scenes of a real-time coaching session with the leadership team at Acme Inc. Unlike traditional coaching away from the workplace, live-action coaching happens where the team actually works, creating an opportunity to see whether learning is transferring into everyday behaviour.
As they debrief the session, changing dynamics quickly emerge, including the unexpected absence of the CEO from a critical meeting. Georgina and Allard explore how coaches use their presence, interventions, and carefully designed experiments to help the team practise greater honesty, assertiveness, and awareness in the moment.
You'll discover:
- What live-action coaching is and how it differs from traditional team coaching.
- How learning can transfer from “off the pitch” to “on the pitch”.
- Why real workplace situations can reveal dynamics that don't emerge in formal sessions.
- How power, presence, and the coach's use of self-influence what happens in the room.
- How experiments, contracting, and feedback can support behavioural change in real time.
Today’s episode is a reminder that in emergent team coaching, you can plan the intervention—but you can't always predict what the team will give you back to work with.
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_01For courageous coaches, curious leaders, and anyone passionate about unlocking the true power of Teams.
SPEAKER_00We your hosts, Georgina and Alard. Here to journey with you through transformational insights on how to coach teams with presence, depth, and emergence.
SPEAKER_01Let's explore not just the tools but the art of transforming teams. Welcome to another episode of the Team Coaching Journey where Teams Comalive. And in this episode, Georgina and I are unpacking what we mean by live action coaching. We quickly define it and then we take you through a debrief of a live action coaching session with the leadership team of ECME, where it really turns into an opportunity to determine how much of the learning that the team has been doing is transferring to the real workplace. And of course, in this episode, we bump into quite a few surprises because it is emergent team coaching after all. So sit back and enjoy. And welcome back, everyone. This episode we uh we continue our work with the leadership team at uh ACME Corporation. And uh today's episode will give us a uh an opportunity to explore to get really emergent, first of all, to get really, really emergent, to push the envelope of emergence and uh and link that back to uh to what we call the meta-skills, you know, the technology for change, of really leaning in there with our presence, making you making use of self and and designing active experiments in the moment, with with John, the CEO, Mary, Kel, Noah, Helen, Doug, Ava, Dan, and and uh and Jazz. And um and if we go back to um to the diagram that we've been following, you know, of that of that team coaching journey, of a possible team coaching journey, then this is uh really towards the right-hand side of the diagram. And we call it live action coaching, don't we?
SPEAKER_00Yeah, we do call it live action coaching because it we want to mark it as different from um from other forms of team coaching sessions. And um so with with the the senior team in ACME, we've done a number of team coaching sessions, and in a in a uh traditional team coaching session, there's usually some clarity around what the the contract is on what they want out of the session, and that has emerged from the work done so far within the coaching. And we've done several sessions with this team. Um, and then but live action coaching is different, is when we're with the team in a in in a real meeting environment, back in their normal place of work, but it's still a develop developmental contract because we've got permission to intervene during the meeting and share some of observations. Now, obviously, we want to keep those interventions light, otherwise they'll lose track of the meeting altogether. So it's different from a team coaching session, which is often held away or outside of their place of work.
SPEAKER_01Yeah.
SPEAKER_00Um, so part of the purpose of live action coaching is it really helps them to transfer learning from, as our friend Peter would call it, from off the pitch to on the pitch.
SPEAKER_01Yeah.
unknownYeah.
SPEAKER_01So we want to keep the interventions light and uh and relevant. And and by and as you're saying, relevant in terms of, you know, what is it that we've been what what is it that the team has been learning, what is it that the team has been focusing on over the last few, over the last few coaching sessions.
SPEAKER_00Yes.
SPEAKER_01And and today we're gonna imagine that uh, you know, we've been we've been working with with the team now for for a few sessions, really increasing their ability to make contact, focus on some clarity, um strength helping helping John strengthen his his uh his leadership of the team and and overall just just spending a lot of time creating that that container in which the work and the conversations can take place.
SPEAKER_00We've also um in one of the sessions, the team coaching sessions, um we brought in some feedback from the board. So um one of the team coaching sessions surfaced that there the relationship between uh the team we're coaching and the board wasn't strong. And uh they didn't really know how they were perceived by the board. So you and I did some 360 interviews with uh, well, it wasn't really 360, it was just from the top at this stage, just from the with board members, um, to get a sense of how the team was perceived. And they told us, you know, there were some broad, quite clear themes in there. They felt managed by our executive team and um that they weren't really let in to the uh what was really going on, not enough information sharing. Uh they wanted to be more involved upstream, and and what they were told was, oh, we had this problem, but it's been resolved. They weren't told when there was a problem, and that made them anxious as a board and slightly distrustful of the team and whether they were fully competent as a team. It was it was very helpful information. So we shared that with our team, and um and they they surprisingly actually were really receptive to that and could see how that could come about and and took that on board.
SPEAKER_01Yeah, so it's it's easy to forget, isn't it, that when we when we're so focused on this one team, the leadership team in this in this situation, that that leadership team is part of a larger system that it's influencing and that it's influenced by. And so it's useful to every once in a while to to to broaden the scope of the work and and and bring in maybe some additional information from the wider field.
SPEAKER_00Yes. Yes, in fact, you know, the team even said that it would be really useful to repeat the process with the um senior leadership team, which is comprised of all their reports, to see how they're perceived at that level, uh, on the basis of how do you know what you don't know and how can you change what you're unaware of. So they're really starting to get into this idea of awareness.
SPEAKER_01It it's so interesting because when I look back over the last few months of work with this team, you know, there's the things we're talking about now were not on the horizon back then at all. You know, this was not part of the original brief. It it it it just keeps showing me that you don't know what the work is until you start doing the work.
SPEAKER_00Yeah, absolutely. So we could could say, you know, if I think out loud now, the the first phase of work has really been about contact and awareness, contact as in them getting in more in contact with each other, with themselves, and more in contact with awareness of of the team, of the team's dynamics and how the team's perceived, yeah, and some of the some of its strengths and some of its barriers to being as effective as it wants to be. So um, so yes, we're we're um we then went ahead with uh an agreed live action coaching session where we joined them at at their executive team meeting, a normal scheduled executive team meeting. But they had organized for there to be no guests at that team meeting, um because they felt that would be make it easier for us to intervene in the process and interrupt here and there.
unknownYeah.
SPEAKER_00So what do you remember about that meeting?
SPEAKER_01Well, it it was uh it was a it was a tense meeting, an important, an important meeting, because something that you and I had not been aware of a few months ago when we started, um is the fact that there is actually an acqu a possible acquisition on on the horizon that ACME are are looking at inquiring, uh acquiring, yes, I said it right, uh at acquiring a um a smaller competitor. Uh now, and of course there's the mergers and acquisitions team that's directly involved, uh, but it also really impacts, it's going to impact the um the work that the leadership team is doing. And so the the the the agenda around which the leadership team got together on this particular day was um this gritty issue of the upcoming, you know, the upcoming acquisition and how to position themselves.
SPEAKER_00Yeah, that kind of dominated the whole the whole meeting. That was the most important thing. The the other thing that was really um a curveball was um the the evening before um the team meeting happened. Right, we got a call from John's um executive assistant saying he wasn't able to attend for some uh family concerns that he had to go and attend to.
SPEAKER_01Yes.
SPEAKER_00Um and did we still want to go ahead?
SPEAKER_01And remember everyone, John is the CEO of the industry.
SPEAKER_00Good point.
SPEAKER_01Yes, yes, yes.
SPEAKER_00Yeah, did we still want to go ahead? And uh and you and I talked about it and said, well, we could let, you know, are they meeting anyway? And the PA said they are still meeting. And um we thought, well, it'd be a really interesting opportunity to see what and get a sense of what the team's like and how it functions without John's there, whether it feels and functions pretty much the same way or whether it's it's different in some way. So um, so we agreed to go ahead. And I I'm glad we did.
SPEAKER_01I'm glad we did, and um and I'm glad that you and I kind of anticipated that things might be different and that we'd have to be extra attentive to our own inner condition and and uh and really muster all of our ability to self-manage because whenever somebody as important as the CEO doesn't attend the meeting, then um the unexpected is bound bound to bound to appear.
SPEAKER_00Yeah, absolutely. So we're a bit a we were a bit readying ourselves for the unexpected and to be in a place of not knowing. And actually, I think that place of not knowing is a very empowering place once you get used to that as a coach. It's an openness to discovering what we're about to discover. I like I like that feeling. Um, so we arrived at their exco meeting, and um I remember we we just said a few words at the beginning about we're just gonna sit here and observe.
SPEAKER_01Yeah.
SPEAKER_00Um but at various points of time we'd like to uh interrupt and pause the meeting uh to offer some feedback and got their permission, said to them it possibly going to be a bit irritating because uh they may feel they just want to drive forward with the conversation they're having. Um, and you know, that this was our role really was to uh help them not only, you know, aware that they've got a task to get done in the meeting, conversation to be had, but to bring in awareness of their process and their learning. And they were okay with that. They they uh but I'm glad we named that it was going to be uncomfortable because I've done that before, where I've um gone in to do live action coaching and I've gone in to interrupt and they've they've gone, no, not now. We're gonna carry on this conversation.
SPEAKER_01Yep.
SPEAKER_00Um because it's not in the contract. Of course, you can give feedback afterwards, but then there's no time for them to do anything about it in that meeting. No time for them to experiment with something different.
SPEAKER_01I thought that was also such a clear illustration of of ABC, right? Of always be contracting. Um and and just making that ver making making that very clear and continuously re-reestablishing what our role is, what their role is, and uh and asking for permission. Um yeah, so got that done. They then nominated, I think it was the finance director, um Noah. They nominated Noah to chair the meeting, got off to a bit of a slow start, but people started sharing. And uh we noticed that um well we were we what did you notice? I noticed they were they were good at listening to each other.
SPEAKER_00Felt a bit sluggish. Um bit flat, like it was you know, they've said that this was really important topic acquisition and they're gonna give most of the meeting to it. I know they spent a little bit of time at the end on some operational issues, but they devoted most of the meeting to it. So they'd said it was really important, and that that felt a little bit at odds with with the sort of flatness and lack of um an energy in it. Um had a bit of a feeling that people were not quite in, not quite switched on, or were holding back, something like that.
unknownYeah.
SPEAKER_00How about you?
SPEAKER_01No, I I I concur. I concur and uh and so and I I think that's why I noticed a lot of listening and a lot of asking questions and a lot of a lot of adding information. Um a lot of that um, you know, main maintaining harmony, so to speak, that we that we have observed with them in the past. And uh but no real drive, no real no real urgency.
SPEAKER_00Yeah. A little bit like going around in circles, a little bit of that, yeah. Yes. So I remember at uh one point I don't got no ha and I'm not sure how far into the meeting it was, maybe 15 or 20 minutes. At one point you said to them, can we just pause and interrupt here? And um and that you and I were gonna have a conversation together to share what we'd noticed.
SPEAKER_01And uh yeah, that that good old thing that you and I often refer to as a fishbowl, right? Where the two the where you and I get in a fishbowl and we have a bit of a conversation about what maybe, you know, not too long, maybe five, ten minutes. Don't want to interrupt the flow too much, but uh um just a um an opportunity for the team to listen what we've what what we've been picking up on. And uh and and one of the one of the one of the little things that I've grown really fond of, George, and which I've learned from you is this uh is um is focusing our little conversation on what's well developed in this team and maybe what's less developed in this team. In this particular here and now.
SPEAKER_00Yeah. It's kind of polarities work, isn't it?
SPEAKER_01Yes.
unknownYeah.
SPEAKER_00In the sense that in any moment there's and it and it's often easy to perhaps zoom in on what's not working or what seems to be missing, not to account for what is. And in my view, if any any group of people are staying together in a room through a meeting, um, and are committing to be there for that meeting, there's there's got to be something good going on, even if it's um a small percentage of it, of the of what's there. So it's helpful to focus on that first. It builds resourcefulness and strength. So, what do you remember that we noticed that we thought uh was well developed?
SPEAKER_01Well, you know, these things things like what they were doing a lot of was listening and asking questions. Um and I remember asking them about uh, you know, what the benefit of that was. Um and uh and I I think the response was something, well, it allows us to it it allows us to to to bring all the voices into the room and make make sure that everyone feels heard. Uh it allows us to to make contact with each other. That that word contact, by the way, now is really starting to become part of their vocabulary, which I'm yeah, I'm happy about. Um so yeah, definitely, you know, and but but it's uh it's we live in a cost-benefit kind of world, right? And so there's also the question then of so what might it be costing you? And and that takes us then to into the what you know what's what's less well developed, I guess.
SPEAKER_00Yes, and at that point, um I think we both shared shared in the fishbowl a similar thing. Um I I shared that the the energy was a bit seemed a bit flat, and that the dissonance with that and them saying that this topic was really important and and how the team felt didn't seem to match the framing of the session. And then you you shared with them um that you hadn't heard, or you shared with me, that you hadn't heard anyone oppose, and by oppose we mean say, I see it differently, I have a different view.
SPEAKER_01Yeah.
SPEAKER_00Um, they had, I suppose, tried to uh oppose a bit by adding more information. Oh, do you know this bit of data or that fact? But it wasn't really clear to me or the team that they were opposing. Um, so then we we chatted with them how all that had landed.
SPEAKER_01And uh Yeah, which I think is was was it's such an important question, isn't it? Like, because it it's an it's not just you and I talking as experts in front of the room and then jumping right and then turning it back over to them. I think this is an ongoing conversation. And uh and I love that question of what you know, how how does that land how you know what what is it like for for you to hear us say that? How did that land with you?
SPEAKER_00Yeah, and initially there was a bit of resistance to that, which I've come to expect. There often is when uh we're raising awareness of of something, you know, the initial reaction to push back on that and go, No, I think I did. I did give voice to the fact that you know I I I shared that uh um we've got a lot going on, it might not be the right time for the acquisition.
SPEAKER_01Yeah.
SPEAKER_00Um, you know, there was a bit of that. Um but eventually a couple of the team members did start nodding and agreeing that they didn't feel that they had really said fully what was there to be said.
SPEAKER_01I I noticed at that time a lot of agreement between, I think it were, I think Dan, Doug, and Jazz. Dan, Doug and Jazz really seemed to seemed uh to to they seemed to agree that there that there was disagreement about the validity of the acquisition. Uh but that people were afraid to voice that or didn't find the right ways. And so I then remember we invited the three of them, almost from our fishbowl to their fishbowl, we invited the three of them to have a conversation in front of the rest of the team about about that, you know, about not voicing disagreement.
SPEAKER_00Yeah. No, it got clearer, didn't it? That got clearer then that they were that they were that they were feeling like they were holding back. They were suspecting that other people were holding back and not really knowing whether they could or should say that they disagree.
SPEAKER_01And so so now thinking back now, George, I really noticed how we you and I how how we played with our presence, you know, like and by that I mean in the initial part of the of the of the meeting, you and I stepped out almost. Like we kind of disappeared, let them go down with the meeting, and then we came back in. And we came back in, we came back in very visibly because we then you know we created that fishbowl around us. And so there's a lot of work work around presence, uh, and and also a lot of use of self here at at play. Like, you know, what am I noticing? How am I gonna name that? How you know, what are you noticing? How exactly how am I feeling? Why where where does this where do I feel that that sluggishness that I'm you know, where does that figure come from? How am I why am I noticing that? And then if I go back to our little little, if I go back to our technology for change, you know, it the third element to that would then be experimenting, active experiments. And it felt like a good time it felt yeah, to say, hey guys, maybe we should try something.
SPEAKER_00How about the trying something is uh directly in service of um breaking a pattern um that's a phenomena that's happening in the The team, a pattern of interacting that seems to have, at least to some degree, some limiting effect on the team. So it's not about getting it right, it's not about telling them how they should do it differently, uh, bringing in some toolkit from elsewhere. It's a very simple thing, really. It's just to create a different lived experience of the pattern. So, what was the experiment we gave them? Do you remember?
SPEAKER_01Well, it had to do with assertiveness. And I think we we we quickly reestablished the fact that assertiveness is sitting somewhere in between uh b between passivity and aggressiveness, right? So there's this there's this beautiful peace in the middle, but there's another polarity, isn't there, between passiveness and aggressiveness. And and and with and and by the way, and it's it's it's it it always strikes me that when we talk about polarities, that we're so attracted to the two extremes that we sometimes forget the the fertile crowd in the middle between those two extremes. But anyway, assertiveness and so and and assertiveness being this ability to you know to voice my own opinion and at the same or to get my own needs met in a conversation, but also be you you available to to the needs of whoever else is is involved. And and I think the the experiment was something as and we it's always good to keep these things simple, isn't it? But is hey, how about for 10 minutes we put assertiveness into practice? So make sure that um you make you you you make each other feel heard and be able while you were able to voice a potentially divergent opinion.
SPEAKER_00Yeah. And and do you remember there was a little build on that which was you know, each person go inside and give yourself a level on a scale of notch 10, how assertive you were in the meeting so far. You don't need to declare it and then make a commitment to yourself to dial it up at least one notch. So we're not asking them to go skyrocketing on assertiveness, just a stretch.
SPEAKER_01Yeah, good point.
SPEAKER_00And uh so so we graded the experiment to uh a level we thought that they they um might enjoy, might take on, and they agreed to do it. And they were looking forward to it, I think. Yeah, so so we pulled back.
SPEAKER_01And we pulled back presents, we we we pulled back. And they gave it a go. And uh but still, still still the energy felt a bit flat. So we we stepped back in and we and we we said that and we asked them what they noticed. And they said something along the lines of, oh yeah, you're right, you're right, we're still not leaning in completely and and this is the thing about experiments, right? It's not an experiment is an experiment. There's absolutely no guaranteed outcome. But we just keep making use of our we keep making use of self, we keep raising the awareness and uh needed. What else was it? A little so a little re reset.
SPEAKER_00Reset. One of them said courage.
SPEAKER_01Yep.
SPEAKER_00And the other one said confidentiality, which was interesting. And uh interesting b because um perhaps because John wasn't there, we came back to that later. Um, but wanted to know that um if she took the risk to speak up that it was gonna stay in that room.
SPEAKER_01Yeah.
SPEAKER_00So with that agreed, they ran the experiment again.
SPEAKER_01Yeah, gave it gave it another gave it another goal.
SPEAKER_00And this time it was really different. Um, quite extreme in a way. I remember one person saying, I am really dead against this acquisition right now. I don't think we've got I think it makes sense on paper, you know, there's a good paper argument for why it would add to our the value of this company. Um that stacks up, but I don't think we've got the resources or the time to make the most of it. And we'll do what so many other organizations do is buy it because it makes sense, but then not leverage that by not paying enough attention to landing it and and getting the value. I really don't think we should do this right now. That was brave. And um, in the debrief after, she said that at the time her heart was racing and her mouth was dry, and she found it really difficult. Yeah. And partly she found it difficult because she felt that other people really wanted to go with the acquisition and it was kind of trampling on somebody's ambition and and dream.
SPEAKER_01Yeah.
SPEAKER_00She didn't want to put cold water over it.
SPEAKER_01I remember sitting there thinking it about the you know the value of team coaching and that with very little intervening on our part on our part, especially in this particular session, you know, in this live action coaching kind of environment, very, very little intervening on our part. How the team is able to have a conversation that it maybe would not have had, probably would not have had, yes, if it hadn't been for the for for the coaching.
SPEAKER_00So yeah.
SPEAKER_01No, and then and then it's like uh you know back to that cycle of experience. But so so they really they really went through the experiment, and then we needed to close that. And and the closing out of the close out of the experiment, I think, was something on the line along the lines of okay, so what did you what did you learn about yourselves in these last 10 minutes? And there were some interesting observations there too, weren't there?
SPEAKER_00Yeah, I mean they they um they learned that they appreciated it when they had more honesty from each other.
SPEAKER_01Yep.
SPEAKER_00Um they said things like, you know, I had no idea that that was what you thought and felt. And um they learned that they could say things, they could bring an opposing point of view in a respectful way, and be honest.
SPEAKER_01And and and um that maybe they were they found it easier uh to be honest uh when when John was not there.
unknownYeah.
SPEAKER_00And that really came out around the confidentiality bit, didn't it? Yeah um they held back when John was in the room because they didn't want his disapproval.
SPEAKER_01Yeah.
SPEAKER_00Which was very interesting, I found. So the work's not done.
SPEAKER_01But that no, but that was in in in retrospect, it was a an experiment in itself. And on completely unplanned, an unscripted experiment. You know, let's have a team meeting when John's not there. Also, I think what they said is that there was something about you know, back to their the clarity of their role and their uh as a team.
SPEAKER_00Yes.
SPEAKER_01Like there was I think they found in that experiment, and then maybe in the larger session as a whole, that they're they're not completely clear on what their what their role is in the acquisition process, what value they add. So that's still that's still that's still very much alive too.
SPEAKER_00Yeah, because there was, as you said earlier, there's an acquisitions team. So what's what's our role as an executive team in that acquisitions process and and that how much do we um are we there just to endorse, or how much do we step in, how much do we challenge? It's really something that hadn't as yet been explored in the team. Yeah, so that that clearly became a new unit of work for this team to be carried forward in their development. So we closed off the session there with some progress and terms of some courage, some new behaviors, some deeper understanding of some of the patterns that were preventing team members from really speaking out, this qualitative difference when John's in the room and not in the room. And that was actually our final contracted session before our next session, which is a one-day, we call it a final review, but it's really like a pause, a stock take of where are we now? Um sometimes it's the ending of a program, sometimes it's the ending of a phase and the opening of a new phase or a new cycle of experience. Um, so that's where we are now. We're between um the live action coaching session and the final review session, which is in three weeks' time. And um, between that, you and I both have one-to-one sessions with each team member. It's still ongoing. It'll be really interesting to um see what comes out there and have another conversation just to get our get some of that what's in the field now, the new what is, get some of that out before we get in the room for the final review session.
SPEAKER_01I look, I look forward to that. And we'll um and uh and I look forward to uh to debriefing it with our audience in uh in a few weeks' time.
SPEAKER_00That's right. Yeah. So before we close this off for the listener, um maybe it would be helpful just to do a little bit of a recap, like a few bullet points of what is live action coaching. Um, and yeah, I could start with, you know, it's um one of the principles is about taking developmental work from coaching sessions, which are usually done in a wayday kind of environment, taking it back into the team's normal place of work. It's really hard for teams to transition, you know, the environment shapes so much of what's possible. So you could have really rich conversations in an offsite and bring very few of those qualities into a real team meeting. And so that's our aim here.
SPEAKER_01Yeah, and then if I think back to you know the earlier stages of the team coaching journey, we we really had time to develop a bit of a learning agenda with the team. Then we are in in in the middle part through with in through these coaching sessions, we're helping the team learn and um you know work through the curriculum, so to speak. And then this really is where the rubber meets the road, right? To see if how, like you said, how much of how much of their learning is transferring to real life situations. And uh, and you and I, or the coach, whoever the coach is, or the coaches are, you know, attend with a slightly different agenda, which which it's uh, you know, with a with a light, I'm sorry, not a different agenda, a different contract. A light contract of we're here to observe, you guys have your meeting. We're gonna sit back and with your permission, we're going to uh we're going to intervene whenever we observe something that we think may be relevant to some of the the learning that we've been developing together.
SPEAKER_00When we're observing, we're looking mainly at process and dynamics. You know, what what are we noticing in the patterns of interaction and how does it feel in this team? For those of you who know Team Coaching Studios work, we're mainly using modes two and mode three. The up on a balcony is mode two, mode three being the felt sense. Uh, and then um offering what we're noticing that seems to be working or well developed, patterns that are familiar in our habits in the team. Um and then what's less well-developed, what we're seeing less of uh that might be useful, and then crafting experiments to bring more of um what's not there into the space uh and seeing how, seeing what the impact of that is and seeing what's shifted. Yeah. So that's live action coaching for you. In the next session, um, we'll, as we said before, we'll be the next episode will be talking about the final review session. I look forward to seeing you there.
SPEAKER_01Take care for now and uh happy coaching, everyone.
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_01Thanks for joining today's Journey of Teams Transformed.
SPEAKER_00If 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_01For resources, community, and reflection prompts, visit teamcoachingstudio.com.
SPEAKER_00Until the next time, stay present, stay curious, and keep leaning into the art of emergence.
