Team Coaching
How to support a leader and their team through a crisis and come out stronger?
🎯 CONTEXT / CHALLENGES
The client is an insurance broker, the team has doubled in size in the last 12 months, and 2 out of 4 middle management positions are vacant
The context is tense: the company is going through a major crisis (40% of business at risk) + the team is tired / overworked (several ongoing sick leaves)
The leader’s request: restore joy and well-being at work, improve structure, and enhance subsidiarity (empowering those closest to the field)
💡 APPROACH
A 12-month, tailor-made support, co-constructed and regularly adapted along the way with the leader
A pair of coaches for support at three levels: the Leader, the whole team (18 people), the 4 sub-teams by profession
10 days of support: 4 two-day residential seminars with the whole team + 2 workshops of 2/3 hours x 4 functional teams
12 individual coaching sessions for the leader (about one per month during the support period)
A kickoff seminar exclusively dedicated to “caring,” to resourcing and restoring trust and bonds.
Then, use of systemic, symbolic, and sensory approaches and tools to mobilize the team “head, heart and body.”
📈 RESULTS
A concrete deliverable: a reference document formalizing all the “production” (Mission, Ambition, roadmaps, roles and responsibilities, delegation matrix, ...)
Leader's learnings: "daring to be vulnerable"; "welcoming without reacting or judging"; "the strength of collective intelligence"; "in fact, I didn’t trust".
Team's learnings:“we listen to each other better, we communicate better”; “we are much better organized and more efficient”; “we are able to challenge ourselves and let go of the old to create something new”.
Impact on performance and engagement: a crisis resolved by limiting business loss to -15% instead of the -40% at risk; absorbing the workload generated by the crisis in less than 6 months; a re-engaged team, and a renewed alliance between the team and the leader.
🏆 KEY SUCCESS FACTORS
The quality of the alliance between the leader and his two coaches, and between the two coaches (based on a strong coaching agreement and explicit pacts)
The long time frame (12 months), allowing the team to first “get out” of the crisis situation, then to build for the future.
The coaches’ ability to modify agendas and exercises in real time to adapt to the team’s pace and needs