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 Final Review: What’s in the Bank and What’s Still Unsaid?
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Download our FREE e-book Beyond the Blueprint: A Guide to Emergent Team Coaching
In the final episode of this series The Team Coaching Journey – Where Teams Come Alive, Georgina and Allard reach the end of the first six-month coaching cycle with the executive team at Acme Inc. Their final review asks a deceptively simple question: is this really the end, or just a pause? As they take stock of what has shifted, they explore how the team has become more connected, more comfortable with productive disagreement, and increasingly able to make genuine contact with one another.
But progress isn't the same as being "finished". The team recognises that some of its old patterns remain, particularly around speaking candidly, challenging one another, and the impact of John's leadership presence. Georgina and Allard explore the fragility of transferring learning from coaching sessions into everyday team meetings—and how the next phase might create the safety and courage needed to go deeper.
You'll discover:
- Why team development is an ongoing journey rather than a destination.
- How to recognise genuine progress while identifying unfinished business.
- Why learning can be easier to practise in coaching sessions than in the real workplace.
- How psychological safety enables teams to challenge, disagree, and speak more honestly.
- Why a second phase of coaching may be needed to embed and sustain change.
- How co-coaches can evolve their own relationship and ways of working alongside the team.
Georgina and Allard also step back to map the journey they've taken with Acme—from initial engagement and discovery through team launch, coaching, one-to-ones, live-action coaching and review. They reflect on how a team coaching journey should never be a fixed formula, inviting practitioners to develop an approach that is coherent with their own philosophy, put it into practice, and keep learning from what emerges.
Mentioned in this episode – The Team Coaching Journey illustration
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_03For courageous coaches, curious leaders, and anyone passionate about unlocking the true power of Teams.
SPEAKER_01We your hosts, Georgina and Alard. Here to journey with you through transformational insights on how to coach teams with presence, depth, and emergence.
SPEAKER_03Let's explore not just the tools but the art of transforming teams.
SPEAKER_01In this final episode of the Team Coaching Journey where Teams Come Alive, we explore the final learning and review session of the Team Coaching Journey. This is where we take stock of the journey so far, we take stock of what's going well, what's been learnt, what's in the bank, what's transferring back into the workplace, and what's unfinished business and still work to do. Teams and team development just as individual development is never done. It's an ongoing process. But it's really vital to take stock along the way. And you know, sometimes what starts out as a, for example, a six-month program turns out to be phase one of a much longer program as the container starts to build, trust starts to build, and the team become much more aware of the real work that's needed to become a highly effective cohesive team. So we hope you enjoy this episode and uh look forward to staying in touch with you after.
SPEAKER_03Here we are at the end already.
SPEAKER_01Yeah. Well, here we are at the end, or are we at a pause? Well, we're at the end of this podcast series, but where are we at with our team? And um, we've been following what at Team Coaching Studio we call the team coaching journey, and you'll be able to find a handout of that in the podcast platform. Um it's an illustrative journey, it's not the definitive team coaching journey. Well, we're we're following through what that looks like with the story of a team who are the leadership team of ACME. Um, it's the the examples we're we're using are sort of composite of many teams we've worked with over time, um, but they do come from real life experience. So we're working through each step, each step of the team coaching journey and simulating the the debriefs that we have between each session or after each session as a way of preparing ourselves emergently for what's next. We're doing it as a process to become more aware between us of what do we need to attend to and what's the new what is that's constantly emerging throughout the work.
SPEAKER_03Yes, and uh we're doing it with um with CEO John and the rest of his team. So you'll hear us remember, you'll hear us name names like Mary, Cal, Noah, Helen, Doug, Ava, Dan, and Jazz. Um in the in the previous episode we talked about live action coaching, and so we're going to imagine that you know we've been doing a few months of coaching and live action coaching with them now. And uh and and really six months have passed, you know, from from beginning from beginning to end. And um and the original contract with um in the original contract with the team was for six months of work. And so really it's time to take stock, uh, make tangents.
SPEAKER_01Yeah, yeah. We've had the final review session with them. Um and uh so let's let's shift into debriefing our final review session with the team, which happened last week.
SPEAKER_03Yes, and and just and just if it's all right, just before we do that, just want to underline something that you said just a few minutes ago that the team is never fully there, right? Just as we are never, no one is ever fully there. I mean, by there I mean been there, done that, you know. I can close shop now, and now I'm I'm wise and learned. The learning always, always, uh, always continues, and there's always a next level, and there's always a pushing of the boundaries of my learning edge as an individual and as a team. And so when we say a final review, it's really, yeah, like you said, it's the it's the the the end of a cycle, perhaps, or the end of one, you know, one circle and uh an opportunity for us to see what and with the team, you know, to see what has improved and where might there still be development work to do. And is there and if so, if there is still development work to do, uh then um is there enough appetite to to keep working together at this point in time?
SPEAKER_01Yeah, exactly. So I I'm just remembering back to before the final review session, um, the last intervention we had before the final review session was the live action coaching session, where um what the team leaned into working on was bringing more challenge into their team meetings together. But we also had the unexpected or the surprise phenomena of um of John, the team lead, uh, not being present and decided to run the session to see um what how qualitatively that might be different, uh, how John's leadership might be impacting the team for better or for worse. That was a very productive session, and uh and then we've had some one-to-one sessions with the teams uh uh individually. Um and then we had the final review session, which was a whole day with the team taking stock.
SPEAKER_02Yes.
SPEAKER_01And um so what what do you remember? What were the highlights for you? Yes, I remember the final review session.
SPEAKER_03Well, qualitatively, and I don't have data for this, but qualitatively I experience them much more as a team now. And when I ask them the question of, you know, what has changed, I get that same feedback. They really feel more like a team and they enjoy being together more. And um, I think I may have said this in a previous episode, but they're starting to use the word contact a lot more. So they're they've become much better at making contact with themselves, uh, with with each other, with with the field. So I mean it it's always I find that very rewarding that that's part of how they meet. That yeah.
SPEAKER_01Yes, and that that created a sense of them actually enjoying being with each other more.
SPEAKER_02Yes.
SPEAKER_01Uh whereas before it seemed, you know, when we first met them, it seemed like a team meeting was something to be endured and got through until they could get back to their preferred work, which is with their own teams that they lead.
SPEAKER_02Yeah.
SPEAKER_01Uh but now they're really much more identified with being in this team and connect to this team, looking forward to time with the team, which is great.
SPEAKER_03Yeah. I think, you know, thinking back to the last session that just you that you just recapped at live action coaching session, I think they're more at ease disagreeing productively. And and that's really been with us from the beginning. That I think came out of some of the discovery work that we did, and they've really made progress in that sense. There's less social politeness.
SPEAKER_01Yeah. Um I would say the level of care for each other hasn't gone down, but that sort of feeling of the handbrake being on, of things not being fully said, that's that's changing.
SPEAKER_02Yeah.
SPEAKER_01Um, it still turns up from time to time. It's not all the way there where they want it to be, but it's definitely progress. And um and there's even, you know, alongside that, some humour coming into the room and um uh you know, more lightness going on. So yeah, definitely progress in terms of of disagreeing productively, as you say. Um, there is something still about John's leadership. You know, our last session with the team all together before the final review, John wasn't there. That's it. And it did feel different. Yeah, it did feel different with him back in, didn't it?
SPEAKER_03Yes. So I think he is experienced as a more reliable, capable leader. But I I I uh I know that there's still question marks too. And this comes up in the one-on-one coaching, too, by the way. That there'll be the the you know, the old remark about seeing John progress, but it still feels a bit like he's leading with one foot on the gas and one foot on the break. So yeah, in yeah, in terms of you know, that might be part of ongoing work if there is to be ongoing work.
SPEAKER_01Yeah, more work there. Um yes, so definitely had had a feeling of a bit more foot on the break with John in the room than we experienced with him without a bit more guardedness around what they were going to say. And I noticed when people did speak out, they were still looking at him for to for a bit of approval and to check whether they were saying the right thing. So a little bit of parent-child dynamic still there to work on. Understandably, I mean, these things take a long time to shift in a team, they definitely don't shift overnight.
SPEAKER_02Nope.
SPEAKER_01Um, but the the you know, the thing I I remember most, we in the review we we said to them um, first of all, to talk about what's shifted, what's going well, what's better. We took them back to the first engagement session, and uh actually we did that first and asked them to remember what they talked about, they wanted from the work together. So we were linking it to that as part of our contracting. Um, you know, what's shifted, what's better, what's improved or improving. We used a couple of the scales that I like to use, you know, at to what degree is it improved, where was it when we started six months ago, or it was a two, now it's at a four. Um so so we had a sense of progress and a sense of work that wasn't done yet. And um I think the most significant thing was that they felt good about the progress that they'd made, but they were really worried that they would relapse. Uh, they'd only just started to practice transferring what they'd learned into their real team meetings.
SPEAKER_02Yeah.
SPEAKER_01So the quality of contact they had in in in the away days with us, team coaching sessions off site, yeah, um, they felt better than they did in their team meetings. There's more work to do. So they they just didn't want to relapse.
SPEAKER_03Yeah. Yeah, there's definitely still some fragility uh there. And um and they made it clear that they don't feel completely ready yet for for you and I uh to step away from the whole project uh completely. And so there is, um I think we concluded that the we concluded by by um by collectively voicing this need for more work, and there's a real there's a yeah, across across across the team, there's real hunger for a next phase.
SPEAKER_01And we actually spent a bit of time in the session with them, and the the session kind of naturally moved there. People started to talk about well, if there was another phase, um, what they'd want to work on. And um they actually began designing uh a new phase of work. Yeah, and what came out of that was they thought that the next session uh would be really helpful to focus on each person individually being able to talk through what their own barriers are to really giving voice to what they think and feel and and to offer challenge the team, what their own barriers are, and to get feedback and support from their colleagues on the team. So they wanted to dedicate a session to that, and I think that would be really profound work to do.
SPEAKER_03Yep. Uh we decided that uh some ongoing, some on to to to to to keep doing the one-on-one coaching for now to support them individually and rehearse for that next session.
SPEAKER_01Yeah, and particularly to rehearse things they wanted to challenge uh the team or team members around where they get stuck.
SPEAKER_02Yeah.
SPEAKER_01To know what that feels like in their body, to say uh things that they haven't said before. Um, so I'm aware that it's going to put more onus on us to strengthen the container. We've got to continue to work on building that container to hold the tension of them, uh taking risks to say more than they've said before. Uh I'm excited about that.
SPEAKER_03Yeah, to create the cont create that the the felt safety for them to take to to keep walking into the slightly deeper end of the pool.
SPEAKER_01Yes.
SPEAKER_03Yeah, and systemically speaking, I think there's um we agreed there's another thing that's kind of lingering there, it's is the team impact with the or the relationship and the with the board and the impact that they have on the board and maybe other stakeholders. And um, and and uh as as became apparent in the last session where we spoke about the you know that that that future acquisition, what is their real work as a team? What's their real work compared, you know, as in relationship with uh with other teams within the organization?
SPEAKER_01So we've got a a good and clear contract for what they want to work on in a phase two.
SPEAKER_02Yeah.
SPEAKER_01And uh and and that's created a phase two, and they wanted us to do another six months of team coaching with them.
SPEAKER_02Yay.
SPEAKER_01Um this is yeah, this is this is uh quite common, I think, that it's hard for a team up front to commit to uh both the cost and the time of a long program where they don't know what the benefits came to be. It's almost like they need to get so far, build, you know, do some work, um feel and notice some improvements and then and then to build on it. And if the work stops too soon, then the benefits of it can evaporate very quickly. But you know, um I'm curious, how do you feel about the phase two? Are you up for it?
SPEAKER_03I'm definitely up for it. I'm I I've really enjoyed um how how you and I have been working together on this project as well. And have become, you know, more and how we've become more in all in all our debriefs, how we've become more aware of what each in, you know, what we both bring.
SPEAKER_02Yeah.
SPEAKER_03And where we um where we complement each other. And I think we we've become a lot more fluid in the way that um we intervene with the team. You know, maybe at the beginning I felt, maybe we're um I don't want to come in here because I might be stepping on Georgina's toes. Or the and and now it all just feels very it feels so much more natural than it did a few months ago. And so so that really gives me a lot of confidence for move for keep you know for future work.
SPEAKER_01Yeah, that's great. And um I feel uh quite engaged and involved with the team. I um I'm glad there's a phase two because I like I like the work that we do to have a real impact, a lasting impact. And it it always worries me this fizzle effect, you know, that they do some good work and then it fizzles out because they've put a lot into this time, energy, courage, bravery. Um, so I feel I really want to support them in making the the changes and and and growing in the way that they want to grow and get the benefits from it.
SPEAKER_03What's the longest what's the longest you've ever worked with one and the same team?
SPEAKER_01Well, as a team that I've been working with for about eight years, but it shifted from the first year being intense um the second year um being much less, uh quarterly sessions. And then um after that it's been once or twice a year. They call it like a maintenance session. And uh it's not quite that formulae because they've had a couple of times when there's been significant changes of membership or changes in their commission, um where they've been challenged existentially around will we still exist, you know, government-funded organization. Um that that we've we've we've called sessions where they've really needed a strong container hell to work more deeply, and because they know me and trust me. So yeah, I think it's about eight years, it might even be a bit longer with that particular team.
SPEAKER_03It's interesting. Well, may may our work with ACME last as long. And uh, but what I'm also aware of it when I as I hear you speak is the fact that they're not ready for a maintenance phase yet. We need to do some more, some more learning work with them before we can we before we can start to speak of a maintenance phase.
SPEAKER_01That's true, yes. Yeah. And um, you know, you mentioned earlier on on what you liked about how we work together, and I agree with you. Um, I wonder if it's worth thinking out loud for a moment or two about how we might need to shift as we enter this different phase. And I'm aware, you know, when when I asked you how you feel about it, I'm aware at the start of phase one, I felt more pressure, like the spotlight was more on us, like they were looking to us to bring something, to make something happen, or maybe to wave a magic wand and make them feel better about being a team, something like that. And that's faded. So I'm aware, as I talk out loud now, that they're doing a lot more of the work, and we're in much more of a catalyzing role, and I'm enjoying that. Um, so we have shifted in already our presence and relationship with the team. Um where do you think we need to go from here?
SPEAKER_03I think that like you say, the that process of handing over the baton, so to speak, has definitely begun. Um but clearly, judging by what they told us in the final review session, they're not ready to take, they're not, they're not ready for us to let go of the baton completely. So I think we're at that place where we're kind of both both holding it at um at the same time. Um that being said, my my sense is that I think I started off uh a few months ago um uh from a place of if I think about presence, you know, the very evocative presence. And I think that as we move into phase two of this, I would love to become a little bit more provocative.
SPEAKER_01I would like that from you too. And what I think would work really well with this team is you you have a tremendous way of doing that with humor and playfulness. There's a real invitation to take a risk. You know, what you call swan dives and betty flops, you can invite people to find some courage and try something. Um, whereas sometimes I come across as a bit school mom, schoolmistressy, I think. I think you have great capacity to bring out that creative spirit in people, so it would be wonderful to do that.
unknownYeah.
SPEAKER_03And what about what about you? Is there is the as you as you contemplate over the last your own way of showing up over the last few months? Is there anything that you'd like to dial up or down?
SPEAKER_01Um I I'm now thinking that we might be in a bit of a parallel process with the team. Um and I'm questioning, do we demonstrate conflict enough and opposing enough? Because we often tend to support each other's moves. So you'll go, how about this, and I'll support it, or vice versa.
SPEAKER_02Yes.
SPEAKER_01Uh and maybe we could intentionally role model opposing more, just bringing in, you know, I see it differently, and working through those differences to With with a you know generative aim. Yes. That might help them see what's possible.
SPEAKER_03Yes. So really work on our di our demonstration of effective relating.
SPEAKER_01Yeah.
SPEAKER_03And effect effective disagreeing or and we're agreeing again.
SPEAKER_01I know.
SPEAKER_03Damn it.
SPEAKER_01Yeah. That's gonna be hard to let go. That would be an important stretch. So maybe we can keep an eye on how we're doing on that and um be really intentional, give each other a nudge. Um the other thought I had was at the moment you're coaching half of the team, including John, and I'm coaching the other half. Do you see any value in our swapping for the second phase? Or do you think we should hold course with the team members we've got?
SPEAKER_03I I hadn't thought of that. And um if we make that decision, I'd love to make it with them. Yes, and uh but I would I would I would totally be up for um what's the word that I'm looking for? For changing it up.
SPEAKER_01Changing it up. How about then? I mean, we at the end of the final review, uh, as I say, we did this co-design work for what the second phase would be like. We left them thinking about it and checking they've got the budget, the resources for it. How about we schedule an hour in their next team meeting and join their their team meeting and see where they're at with it and check if they've had any more thoughts and if they've got the green light. And at that point we could talk with them about whether we swap out the uh who's coaching who.
SPEAKER_03Wonderful.
SPEAKER_01Yeah, great. I agree good work. Good work, yeah.
SPEAKER_03Okay. So so let's stop our debrief there, if you agree.
SPEAKER_01Um or disagree.
unknownYeah.
SPEAKER_03I'm not sure I like the new you, but oh yeah, but uh um and and maybe step back a little bit, you know, from um so we've just we've just we've just debriefed a final review session. So we've just kind of debriefed the end of a cycle, the end of a phase. And maybe at this point, uh, because you know, we've when when was when did the first episode of this air? Like a few months ago. So if people have been with us over these last eight episodes, it might be useful to just kind of circle back to the you know, where did where did we start and what's been what's been happening over the last over the last eight eight episodes. So just I I I'll yeah. We just recap the um the the the team coaching journey that we've been d unpacking together.
SPEAKER_01Yeah, so we started with uh initial email from a sponsor who actually now I say that we probably need to loop back and have a conversation with. But um the initial sponsor who was the HR's uh business partner Was it Sarah? Sarah, yes, who put us in touch with the team.
SPEAKER_03Yes.
SPEAKER_01And Sarah gave us a little bit of a sense of of the work that was needed, but not not that much. Um, we asked to get in the room and meet the team and have a team engagement session. So we joined um one of their normal team meetings for an hour and a half um to really explore what they wanted from team coaching, what they wanted from us for us to share our approach.
SPEAKER_02Yeah.
SPEAKER_01And they wanted to go ahead.
SPEAKER_03We then did uh we did a bit of discovery work. The team, the team really asked for that. Uh they wanted to do a bit of an assessment up front. Not not all teams do, but ACME, the leadership team at ACME did. So we ran a team selfie, I remember, and debriefed some of the results with them. We did some one-on-one interviews with different team members. Um and uh yes, and so you know, came up with some initial hypotheses about what this team might need and what was what what its strengths and and and potential learning edge was.
SPEAKER_01Yeah. And then we we uh debriefed that with the team.
SPEAKER_02Yeah.
SPEAKER_01Explored, and during that debrief, noticed had we've had a lot more opportunity to put our own attention on to what the team felt like and how they were interacting with each other, and it lifted it off the page from the diagnostic tool, which is yeah, more words on a page, um, into the into the relational human experience. Yeah.
SPEAKER_03We then had it had a team, a team launch, or a team, I think we called it a team relaunch, but really to set set the team up for the work that was um that was needed, got some more clarity on and some agreements and buy-in in terms of what the learning agenda for the team was or is. And uh and that really set the stage then for um for at least the initial few coaching sessions that we had with them, where there were very, very clear themes, things that we needed to work on in that particular coaching session. And so we went through a few months of those.
SPEAKER_01Yeah, went through those. I was gonna say, oftentimes the kind of themes that you can expect that often come out at that stage is a polarity around that comes from the Cape Cod Institute, you know, strategic and intimate, uh, to what degree the team focuses um more on task and content and action, and to what degree they focus on their relationships and their capacity to have good contact with each other. Um, so that's often something we're paying attention to at that stage because without good enough contact, it's very hard for tasks to go well. Collaborative tasks, individual tasks are okay, but collaborative tasks are likely to struggle. Um, so we're aware there's some uh lens about stage of team development that are there in the background as we're encountering the team. And as you say, they became the the themes or figures topics for team coaching sessions.
SPEAKER_03Yeah, and uh around that same time we started up some individual coaching with the team leader and the different team members in order to support uh their contribution to the team. Did that. Then um did some live action coaching that we um that we talked about in our in the last episode of this podcast. And ended this phase with a final review session, which we described in our in our debrief um today.
unknownYeah.
SPEAKER_03And uh, and hopefully what what the diagram doesn't show is that that last that last arrow should really loop back to the to somewhere at an to an earlier stage of the diagram and and uh you know where we we go for uh we we set off on a new on a new cycle phase, you know. Yeah.
SPEAKER_01How are we doing? How are we doing? What progress are we making?
SPEAKER_03Yeah.
SPEAKER_01That's really important.
SPEAKER_03And um, and and no, and just maybe a couple of last remarks, but you know, we didn't cover everything in our pod. We could have, we could have there's other interventions that happened with acme along the way or could have happened.
SPEAKER_01Yes, for example, we we could have done um interviews with other stakeholders like uh direct reports or uh customers. Um we could have gone and observed the team in town halls or out um working with their stakeholders in their environment.
SPEAKER_03Yeah. We could have um we could at one point we could have we could have included a workshop. You know, we could have stepped out of our role of team coaches and it and and maybe run a workshop on on particular skills that the team want team members wanted to develop. Could have done more diagnostic work.
SPEAKER_01Yes, it such as individual profiling. Um, I know many colleagues in in team coaching like to use tools like uh the Enneagram or Myers Briggs uh uh to bring personality into it or uh leadership circle. There's so many different kinds of diagnostics um that can help to raise awareness if that's part of your your profile. Um we could have also um created bigger experiments. Uh one team I worked with, um, their brand, you know, what what came out of one of the figures that emerged through the coaching was that their brand wasn't good in the organization. They were not seen as an aligned and effective executive team. Um so the experiment was to do a team event with their senior leadership. So about a hundred people were there. Where instead of preparing heavily on the content that they were going to present, which is normally what they'd do, is they were preparing for how they would show up as a team and how they connect and engage with the whole senior leadership team. So the types of interventions you might do beyond the team coaching journey may not be clear at the start. They may come come out of the discovery work or of figures that emerge throughout throughout the team coaching experience.
SPEAKER_03Right, and and so I think the the parting invitation to whoever has been listening to this faithfully is by all means make this team coaching journey, make it your own. If you were if you were studying with us, and maybe some of you are, if you were studying with us, we'd the only thing we'd ask you is that it's uh that your version of a team coaching journey is congruent with your philosophy, with yours with your strong beliefs about learning and development and about teams and and what's needed in the world. So make sure it's congruent and uh and make sure that the different elements of your team coaching journey hang together in a coherent fashion. Um and uh and if you were studying with us, yeah, or if you are studying with us, then that's really part of the work that we encourage you to do. Develop your own, develop your own approach.
SPEAKER_01That's right, well put. And uh and then put your own approach to practice and reflect on that, see what works, see what where your own learning edges are, same as we'd expect our and hope for our clients to do. And gradually over time, you will grow and master the art of team coaching. So thank you for joining us.
SPEAKER_03Yes, I was gonna say on on behalf of John and the entire ACME leadership team, we thank you for your patronage.
SPEAKER_01Yeah, and please leave any comments, questions, thoughts, feelings, uh on in any chat or thread available on your platform or your podcast platform, uh, or connect with us on LinkedIn. We look forward to staying in contact with you.
SPEAKER_03Yeah, go to our website, make sure that you uh that you're a member of our community, and we'll see you soon in the world of Team Coaching Studio.
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_03Thanks for joining today's Journey of Teams Transformed.
SPEAKER_01If this sparked a new insight or a deeper question, we invite you to sit with it. Not to solve it, but to let it unfold.
SPEAKER_03For resources, community, and reflection prompts, visit teamcoachingstudio.com.
SPEAKER_01Until the next time, stay present, stay curious, and keep leaning into the art of emergence.
