Team, leadership team and system coaching

The challenge

Coaching is now widely used in organisations — and that’s a good thing.

Many leaders benefit from individual coaching, especially when navigating complexity, growth, or personal transitions. The problem is not individual coaching itself, but how coaching is often deployed at scale.

Increasingly, coaching is rolled out through platforms that optimise for volume and cost: many individuals coached in parallel, with little connection between them. Coaching becomes fragmented, disconnected from strategy, and detached from how the organisation actually works.

Common patterns emerge:

• Leaders develop individually, but collaboration does not improve

• Teams remain misaligned across silos

• Business and technology leaders struggle to operate as one system

• Coaching insights do not contribute back to the change, and the systemic issues persist

• Change initiatives stall because coordination and decision-making do not scale

In modern organisations — especially in Services and Tech — performance depends on tight coordination across roles, disciplines, and teams. Coaching that treats people in isolation cannot address this.

Our point of view

Coaching creates the most value when it is connected across the system.

Individual coaching remains important — but it needs to be situated within a broader systemic coaching architecture that reflects how work, decisions, and value creation actually flow.

Performance and leadership are system outcomes.

They emerge from how teams collaborate, how leadership teams make decisions, and how business and technology perspectives are integrated.

Effective coaching, therefore:

• Connects individual, team, and leadership coaching

• Works across silos rather than reinforcing them

• Is anchored in real work, real decisions, and real tensions

• Builds shared understanding and collective accountability

Systemic coaching creates the conditions for leaders and teams to think, decide, and act together, not just develop in parallel.

What we design and improve

We design and facilitate connected coaching systems across teams, leadership teams, and critical organisational interfaces.

This typically includes:

Leadership team coaching

Helping leadership teams operate as a genuine team — clarifying roles, decision rights, and collective accountability. Coaching is embedded into regular governance, strategy, and change forums.

Team and team-of-teams coaching

Strengthening collaboration within and across teams, especially where business and technology roles intersect. The focus is on alignment, coordination, and follow-through — not team-building exercises.

System dynamics coaching

Working on the patterns that sit between teams and functions: tensions, handovers, incentives, and unspoken rules that shape behaviour and performance.

Individual coaching in context

Providing individual coaching where it matters — but explicitly connected to the team, leadership, and system the person operates within.

Our role is not to replace individual coaching (and we offer individual coaching too).

It is to connect coaching so the organisation evolves as a whole.

The business outcomes

• Stronger collaboration across business and technology roles

• Leadership teams that act coherently under pressure

• Faster, clearer decision-making and execution

• Reduced friction, escalation, and rework

• Higher ownership and initiative during change

• Coaching investment that translates into system-wide impact

Over time, coaching becomes a lever for organisational performance, not just individual development.

How to start

We typically start in one of two ways.

In some organisations, coaching is engaged explicitly to address collaboration issues — tension between teams, unresolved conflict, or leadership frustration that teams are stuck in execution mode, waiting for direction rather than taking initiative.

In these cases, we design focused coaching programmes to surface what is really happening in the system, restore dialogue, and rebuild ownership and collaboration.

In other organisations, coaching is embedded as part of wider change initiatives — improving flow, operational excellence, or strategy. In these contexts, progress requires bringing together people and teams who have not historically worked closely, particularly across business and technology roles. Coaching becomes a critical enabler of collaboration, not a standalone activity.

In both cases, we design connected coaching increments that may combine team coaching, leadership team coaching, and individual coaching where it adds value.

As with all our engagements, we start by designing a first coaching increment based on the conditions the organisation is looking to improve. We deploy it in practice, review what changes, and adapt as we go — making small adjustments within a cycle and more substantial shifts between cycles.

Engagements are supported through our coaching platform, giving people the convenience of booking sessions while allowing us to scale support by bringing in additional coaches as needed — without losing coherence across the system.

Coaching evolves alongside the organisation, strengthening collaboration as complexity increases rather than adding overhead.