ABSTRACT
Coaching Supervision Academy Consulting was engaged by the Chief Operating Officer of one of the business units of a multinational resource company to undertake some individual and team development with the Operations Leadership Team (OLT). The consistency of the strength-based approach gave them all a positive common language with which to discuss their individual development and how that applied to the development of the OLT as a team. During the initial individual interviews prior to the team coaching programme, an informal measure of individual readiness to change was derived from data collected around key questions. Whilst there were many benefits to being familiar with the team leader, the challenge was how to manage that prior relationship with his team and not collude with the leader in the team coaching process. The utilisation of multi-rater psychometrics to diagnose both the strengths and development areas of the team confirmed the utility of other raters in both identifying and developing high performance teams.
