ABSTRACT

The world’s challenges are becoming more and more complex and adapting to those challenges will increasingly come from teams of people innovating together.

The Practitioner’s Handbook of Team Coaching provides a dedicated and systematic guide to some of the most fundamental issues concerning the practice of team coaching. It seeks to enhance practice through illustrating and exploring an array of contextual issues and complexities entrenched in it. The aim of the volume is to provide a comprehensive overview of the field and, furthermore, to enhance the understanding and practice of team coaching. To do so, the editorial team presents, synthesizes and integrates relevant theories, research and practices that comprise and undergird team coaching. This book is, therefore, an invaluable specialist tool for team coaches of all levels; from novice to seasoned practitioners. With team coaching assuming an even more prominent place in institutional and organizational contexts nowadays, the book is bound to become an indispensable resource for any coaching training course, as well as a continuing professional development tool.

This book is essential reading for anyone with an interest in coaching, in both practice and educational settings. It will be of use not only for professional coaches, but also for leaders, managers, HR professionals, learners and educators, in the business, public, independent and voluntary sectors.

chapter |8 pages

Introduction

Defining and differentiating team coaching from other forms of team intervention

part I|1 pages

Theories, models and research

chapter 1|13 pages

Constructive-developmental theory

11A lens for team coaching

chapter 2|12 pages

Coaching many

Team and group coaching

chapter 3|17 pages

Systemic Team Coaching

chapter 6|14 pages

Standing on the shoulders of the science of team effectiveness

Building rigour into your team coaching design

chapter 7|32 pages

What does ‘good’ look like?

An overview of the research on the effectiveness of team coaching

chapter 8|17 pages

Designing, launching, and coaching teams

The 60–30–10 Rule and its implications for team coaching

chapter 9|12 pages

Defining team coaching

A practitioner perspective

part II|1 pages

Practice

chapter 11|17 pages

Coaching for consciousness

163Team coaching to support system, relational, and internal awareness

chapter 12|12 pages

High performance team coaching

An evidence-based system to enable team effectiveness

chapter 13|18 pages

Emotion and team performance

Team coaching mindsets and practices for team interventions

chapter 14|10 pages

Beyond the theory of everything

Group analysis, conversation and five questions to choose theory in action with teams

chapter 15|11 pages

Breaking the pattern in teams

When the solution is the problem

chapter 16|15 pages

Achieving the dream team

Five best practices for coaching global virtual teams

chapter 17|12 pages

Spinning the Systems Wheel

Turning the magic of ‘systems thinking’ into a practical tool for team coaching

chapter 18|12 pages

Team coaching

A strength-based approach

chapter 19|16 pages

Looking outside-in

The case for a context-driven approach to team coaching

part III|1 pages

Training and education

chapter 21|22 pages

Virtual team coaching

299Skills learned from research

chapter 22|10 pages

The making of a team coach

chapter 23|12 pages

Supervising team coaches

Working with complexity at a distance

chapter 26|14 pages

Becoming a team coach

part IV|1 pages

Emerging perspectives

chapter 29|15 pages

Team coaching at scale

Creating conditions for the emergence of adaptive leadership cultures

chapter 32|2 pages

Team coaching

Passing trend or organizational staple?

chapter 33|22 pages

Teams in self-governing developmental organisations

The need for peer-to-peer coaching

part V|1 pages

Cases

chapter 35|6 pages

Leadership team coaching for an elite-level sports organisation

A systemic perspective

chapter 37|7 pages

The interplay of clarity, tension, trust and the coach’s competence

Team coaching on a leadership development programme

chapter 38|9 pages

Shifting policing paradigms

The roles of collaboration and team coaching in evidence-based policing implementation