ABSTRACT
This chapter explains the case study that is an amalgam of several from author own experience and from cases brought to team coach supervision. Coaches working with individual leaders increasingly get asked to help coach the leader's team. One dilemma for the coach is how to acquire the necessary skills to coach the team and the leader together. Another is how to enable the team leader to make the mental shift from individual coaching client to builder of a coaching culture, in which team coaching can take root. The team's creativity was both its biggest strength and its biggest weakness. It wasted time and resources pursuing ideas that were interesting, but not necessarily of much value in achieving the strategic objectives. An early realisation was the difference between systemic thinking, which is primarily about multiple linear relationships, and complex, adaptive systems thinking, the interdependencies and interactions between all the players in a system.
