A while ago, I had the opportunity to coach a management team from a mid-sized company.
The intake sessions with the team manager and HR were clear – so we all thought.
The goal: improve collaboration, foster proactivity and engagement, and work as a unified team.
I had prepared everything, the venue was stunning, and I was eager to get started.
After the manager and I introduced ourselves, I began with a simple check-in question:
“How are you feeling today? What would make this day a worthwhile investment of your time?”
What happened next was totally unexpected.
“I don’t understand why we’re here. We’re not a team,” someone started.
“My operational work is completely different from my colleagues’, so what’s the point of this team?” added another.
“This is just another idea from upper management—they have no idea about our daily reality,” someone else chimed in.
It quickly became clear that the team’s reality was nothing like what had been described to me. There was a clear difference in perspective.
So, my preparation? Out the window.
The plan? Gone.
Tuning into the moment was the key. If they didn’t feel like a team, then that’s exactly where we needed to start.
And isn’t that what team coaching is being about?
- Tuning into the moment.
- Listening to what’s truly going on.
- Uncovering the unmet needs beneath the criticism.
- Addressing difficult topics openly and making it safe to express.
- Meeting team members where they are.
- Channelling concerns constructively.
- Leveraging the team’s own resources.
- Exploring what the organization would lose if this “team” didn’t exist.
- Acknowledging what isn’t working and identifying alternatives.
- Finding shared inspiration and purpose.
So, we did—focusing on what was needed in the moment.
This team didn’t feel like a team because they questioned the very reason for its existence. Without a clear shared purpose or sense of meaning, they couldn’t connect to an overarching goal. Instead, the teamwork felt like more like a hassle than a blessing. As a result, everyone focused on their own individual objectives instead of the team’s goals.
How did they find a solution?
Through a systemic constellations exercise, then working through Tuckman’s stages of team development, and facilitating meaningful dialogues, the team found their own deeply resonant solution. They renamed themselves the “Strategic Team for Customer Interests.”
This name made sense to both their heads and hearts. Tangibly, they decided to:
- Dedicate 20% of their time to strategic collaboration.
- Meet for half a day each month at the office.
- Speak with one voice to upper management to help shape the company’s direction.
- Translate strategic goals into tactical objectives for each department.
- Let individual departments handle the practical implementation of these objectives within their own areas.
This approach reduced overlap, territorial disputes, and confusion. It strengthened their collaboration and engagement.
The shared purpose became clear, and this brought inner peace, connection, and renewed enthusiasm.
Everyone left the session feeling satisfied — and the team manager finally had a real team!
© Elke Van Hooreweghe
Team Coach and Executive Coach
Partner at Notice the Difference!
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Speaking at the “Proeverijen” on January 30: “Moeiteloos Leiderschap?! Zet je team zelf terug op de rails.”
“Effortless Leadership?! Get Your Team Back on Track Yourself.”