Frequently Asked Questions

 
 

What's your role, and what's ours?
What happens when someone is 'uncoachable' on the team?
How long does it take?
Can you guarantee results?

Have Other Questions? Contact Us »

 

when shouldn't we bring in a coach?

When toxic or aggressive behaviour has gone unaddressed. If your team is experiencing sustained toxic, or aggressive behaviour from a team member, or members, we'll be honest about the degree to which we can work with you to resolve that situation.

When the situation is best managed by the leader. Some situations are best resolved directly by the manager, we'll be honest about whether we believe consultation, rather than coaching, is the best approach for you. See 'What's Your Role and What's Ours?' for more.

what's the difference between team development, team building and team coaching?

Team development encompasses any group work that furthers the group dynamic and performance. It's great for creating a level playing field, for brokering difficult conversations and for moving the team forward together; the risk is in loosing relevance and lack of application by not grounding the work commercially in tackling real issues.

Team building covers anything that builds team spirit, or a sense of mutual understanding and appreciation. It's great for boosting morale; the risk is that on it's own the benefits can quickly evaporate and leave team members wary of subsequent initiatives.

Team coaching is a facilitated process that helps a team to resolve challenges and improve performance. It's great for getting an otherwise functioning team back on track; the challenge is in managing to hold everyone's focus and contribution, while working towards clear, agreed outcomes.

A great, well crafted team experience can cover it all. 

what happens when someone is 'uncoachable' on the team?

It's rare, but not impossible to find someone who thinks that they're perfect just the way they are, and that there is nothing to be gained by learning something new. Our first step is to challenge that mindset - is it holding them back? Is it somehow helping? If we can trigger curiosity, we keep moving. If we can't, we'll be honest and let them, and you, know.

are there some things you don't do?

Yes, we don't do the Leaders job. By that, we mean we can help leaders prepare for and in some cases, facilitate some of the more difficult conversations leaders might need to have (like interpersonal conflict, performance or exit), but we can't take their place in those conversations or in the hands on application of new skills.

what's your role and what's ours?

We don't 'do' the change internally, we partner with you to understand the challenge, and the best ways of working together. Then we provide a framework  with whatever facilitation, coaching and consultation is needed to help you and your team create that change and make it stick, so you get the result you're aiming for.  We see our role as helping you to add 'Change Agent' to yours. 

how expensive is it to work with you?

We don't include fees on our site because the nature of each engagement is shaped by clients needs; the nature of the work and budget they have available. We can give you a ballpark figure before you commit and will consult with you on what we can do within your budget. Once you have a proposal from us, there will be no surprises. 

We're as eager as you are to ensure that the work we do together is valuable. So, when you embark on a coaching or change contract with us, we will explore what level of return on your investment you're aiming for, then we'll track to that.

how long does it take?

The short answer is - it depends on the starting point and what you need to achieve. As a guide, if you're taking a team through a change programme, you can expect a programme of between twelve to 48 months depending on the scope, scale and complexity of the change initiative. Team development journeys take approximately 12 months. Coaching programmes usually run for six to 12 months depending on the programme goals. Workshops can be as short as three hours or as long as a full day.

Change takes time to convert from a new skill to a learned habit. Our job is to help you to make those changes stick.

how confidential is coaching?

When your line manager, or HR are involved in sponsoring coaching, there is an expectation of feedback. Both the coachee and coach will provide feedback on the key themes; all of which are documented in session progress and review forms and shared with transparency. 

Your individual coaching contract clarifies what will be shared and how.

Your coach may also share some of the details of your sessions (though not usually your name) in the strictest confidence with their supervisors. This is to ensure they are providing the best possible service to their clients and forms a part of their ongoing professional development and ethical commitment.