“A good coach will make his players see what they can be rather than what they are.”
~ Ara Parasheghian

Organizations thrive when they harness the power of effective teams. Collaborative, well-aligned teams drive innovation, enhance productivity, and foster a positive workplace culture. A Stanford study found that people who work in a collaborative setting are 50% more effective at completing tasks, as it boosts their intrinsic motivation and helps them become more engaged with their work. When individuals work together seamlessly, leveraging their unique strengths, they can tackle complex challenges, achieve shared goals, and propel the organization toward sustained success. Effective teams are the backbone of any thriving enterprise, contributing to improved employee satisfaction, retention, and overall business performance.

Business Imperative for Team Coaching

A Metrix Global study found that executive coaching, including team coaching, has a 788% return on investment (ROI), including a 50% improvement in team performance, 70% improvement in individual performance, and 48% improvement in organizational performance.

Additionally, fostering a culture of continuous learning and development through team coaching helps retain top talent, reduce turnover costs, and ensure a more stable and motivated workforce. Prioritizing team coaching is not just a strategic advantage but a business imperative, essential for sustaining long-term success and adaptability.

Key Elements for Building an Effective Team

1. Team Coach

An effective team coach plays a pivotal role in helping teams reach their full potential. They cultivate a culture of continuous improvement and open communication by offering tailored guidance and support. Team coaches help identify and overcome obstacles, build trust, and develop the skills necessary for effective collaboration. Through targeted coaching methods, they empower team members to align their efforts, share a unified vision, and achieve higher levels of performance. With the expertise of a team coach, organizations can unlock the true potential of their teams, leading to sustainable, scalable business results.

2. Team Leader

Choosing (or being) the right team leader is crucial when initiating a team coaching process, as the leader sets the tone and direction for the team's development. A leader willing to be vulnerable fosters an environment of openness and trust, which is essential for genuine communication and collaboration. This vulnerability demonstrates commitment to the process, encouraging team members to engage fully.

Additionally, a leader invested in the coaching process and believing in the power of teamwork inspires confidence and motivation within the team, driving collective success. An effective team leader also has a genuine interest in developing people, understanding that individual growth contributes to the team's overall performance. By selecting or being a leader who embodies these qualities, organizations can ensure the team coaching process is impactful, leading to stronger, more cohesive, and high-performing teams.

The Heffelfinger Philosophy on Team Coaching

Lori Heffelfinger's journey with teams began in graduate school, where she delved into the dynamics of Self-Directed Work Teams for her thesis. She subscribes to Georgina Woudstra's perspective on team coaching, which emphasizes the transformation of teams and organizational systems by enhancing collective awareness, meaning-making, and responsibility. She believes in the untapped wisdom of people and encourages coaches to trust in the process and themselves, aiming to create impactful, sustainable change and solve problems within teams.

Amongst other tools, Lori employs the Five Behaviors® model, developed by Patrick Lencioni, which outlines five key behaviors that are essential for building cohesive and high-performing teams. Building strong teams using The Five Behaviors model places a focus on developing trust, encouraging healthy conflict, fostering commitment, ensuring accountability, and achieving collective results. By incorporating these five behaviors into team development practices, organizations can cultivate stronger, more cohesive teams capable of high performance and effective collaboration, grounded in trust and accountability.

The Heffelfinger Co Team Coaching Method

Lori, James, and our coaches work with senior, executive, and c-suite level teams of five to 12 members with a common purpose and goals. Our philosophy on team coaching translates into a journey that looks like:

Preparation 

• Stage 1.Introductory Meetings. We begin the process with introductory meetings with the company contact/sponsor to discuss the organization’s needs.

• Stage 2.Chemistry Meetings. From there, we set up chemistry meetings where we interview the team leader and the team and establish the team’s interests and needs to ensure it’s a fit.

Month 1 

• Stage 1. Initial Meeting and Prep. We conduct discussions around the purpose of team coaching and determine how data will be collected and who should be involved in stakeholder interviews, team assessments, and other aspects of the coaching process.

• Stage 2. Discovery. We conduct interviews with stakeholders and employ a Heffelfinger team assessment instrument to get to know each team member.

Months 1-2. Face-to-Face Coaching Intensive.

One-Day Coaching Kickoff:

• Building the relationship
• Understand who the client is and what they want
• Debrief of discovery data
• Setting up the engagement

Or

Two-Day Team Launch:

• Setting the team up for success
• Getting to know each other
• Team purpose/charter/values
• Team working agreements
• Discovery data sense-making
• Determining goals for the engagement

Months 2-12. Coaching Sessions. Over the course of 6-12 months, we conduct highly customized coaching sessions based on client needs.

• Team coaching sessions, ideally every four to six weeks unless scaling a business or at a transition point where more frequent sessions are required.
• Focused on team goals, embedding team charter and working agreements, working through group dynamics, real-time challenges, horizon scanning, team reflections, and team agility.
• Includes coaching topics chosen and prioritized by the team, such as trust, conflict, feedback, decision-making, roles & responsibilities, goals, and more.)

Month 6-12, depending on the length of the engagement. Close & Final Review.

• Celebrate accomplishments
• Integrate learnings
• Create sustainability plan

Month 9-15, depending on the length of the engagement. 3-month check-up.

• Check-in to see how the team is doing
• Make tweaks to the sustainability plan

Additional Optional Services:

Months 2-12. Observing Client in Action. The coach sits in on team business meetings and provides coaching while they work (based on what the team has asked for/agreed to).

Months 1-12. Coaching Team Leader. 1:1 Coaching and/or Trusted Advisor for the leader of the team especially to kick off the team coaching process, understand their role in the team coaching process, and evaluate the on-going progress and success of the engagement.

Months 3-12. Coaching Team Members. 1:1 Coaching for each team member, alongside the team coaching.

Drive Sustainable, Scalable Business Results with Heffelfinger Company

The Heffelfinger Company cultivates leaders and aligns teams to drive sustainable, scalable business results with its effective team coaching methods. Our proven approach empowers individuals to unlock their full potential and fosters a collaborative environment where every team member thrives. We invite you to experience the transformation that effective coaching can bring to your organization. Join us in building a future where your business not only grows but excels. Contact us today to learn how The Heffelfinger Company can help you achieve lasting success OR how we can teach you to do this yourself.

Warmly,

Lori & James

Lori Heffelfinger & James Jackman

Sources:

Patrick Lencioni. April 11, 2002. The Five Dysfunctions of a Team: A Leadership Fable. Hoboken, NJ. Jossey-Bass.

Georgina Woudstra. June 10, 2021. MASTERING THE ART OF TEAM COACHING. Team Coaching Studio Press.