The work in practice
Every engagement is different. The sector, the team, the particular dynamics at play. What stays consistent is the approach. Working with what is actually happening rather than what people wish was happening, and staying with the work long enough for something to genuinely shift.
SYSTEMIC TEAM COACHING - 9 MONTHS
SAAS Technology Company - Revenue Operations Team
A fast-growing technology company came to us with a revenue operations team of 16 people that was technically strong but struggling to operate as a cohesive unit. The team was growing quickly. Individual contributors were performing well. Collective effectiveness was not keeping pace with the demands of the business.
Over nine months the work focused on three areas. How the team understood and engaged with the clients, partners, and stakeholders they served. How informal leadership was distributed across the team rather than concentrated in formal roles. How individual members understood their own impact within the broader system.
The engagement combined leadership coaching, a team health check, systemic team coaching, and customised working sessions tailored to what meet the needs of that team.
What shifted
The team developed clearer collective ownership of outcomes rather than operating as a group of high-performing individuals. Informal leadership became more visible and better supported. Stakeholder relationships strengthened as the team shifted from managing clients to genuinely partnering with them.
Over a number of sessions where we really started to explore how we were perceived by our stakeholders, who we were, who we wanted to be, what we wanted our brand to be and how we wanted to be perceived in the business - the team got more engaged every session and the team building and synergy that began to develop was remarkable.
- JVR, VP Revenue Operations & Enablement
SYSTEMIC TEAM COACHING - 6 MONTHS
Government agency: scientific leadership team
A team of highly respected scientists within a government agency wanted to understand how they functioned as a collective. Individually, the team members were recognised experts. Together, the complexity of the environment they operated in was creating friction and limiting their contribution.
The work began with a team survey to establish a clear picture of how the team was operating and how it was perceived. Leadership coaching and customised workshops built on what the assessment surfaced, focusing on communication in complex environments and how the team could increase its collective contribution.
What shifted
The team developed a clearer shared understanding of how they functioned together and where the gaps were. Communication became more direct and effective. The team identified specific ways to strengthen their collective contribution within the constraints of their environment.