True Team worked with a partnership team, a “team of teams” to help them connect better with one another and to improve stakeholder perceptions and performance.

Initial one to one interviews with the team and stakeholders suggested there was a strong perception that the partnership team was doing ok but not operating at peak performance and that it could “step up” and be more professional in areas including language, behaviour and stakeholder engagement.

Over the course of 12 months, the team undertook a mixture of one to one and team coaching sessions both face to face and on zoom / MS teams.

Challenges included: team leaders having to wear multiple hats and the team changing the nature of its relationship with its main customer from solution supplier to strategic advisor. At the final session, the team acknowledged that their understanding of each other and the system had greatly improved through team coaching and feedback from their primary stakeholder (Local Authority Exec team) acknowledged an improvement of the team’s reputation across the organisation.

Figure 1: Artwork adapted from Team of Teams – new rules of engagement for a complex world (2015, Gen S McChrystal)

Systemic Team Coaching reminds individuals how much more impactful they can be when they connect with others

True Team worked with a speciality service within the NHS, coaching clinicians, nurses, specialists, management and admin teams to help with reset behaviours, narratives and relationships. Some of the challenges post-Covid involved reducing the impact of stress on mindsets and behaviours to improve individual wellbeing and team collaboration.

True Team coaches began working with key teams in each department to better understand the sources of stress and the opportunities to mend / improve certain relationships that had broken down. After each specialist team had worked on their own priorities, they came together in a departmental session with management to share feedback and set strategic priorities for the next year.

Following this departmental workshop, coaches attended a cross-functional strategy meeting to observe teams in action and provide feedback, which helped people adjust in the moment and has inputted to a programme of continual improvement across the service.

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