Building high-performing and happy teams with coaching
Advisory Services / Coaching
Developing leadership skills through coaching enables the creation of healthy organizations where people and businesses thrive.
Great teams are the foundation for an agile, resilient, and effective organization
In the past, having several layers of managers and executives in an organization used to work fine. Now, the world is very different, and the traditional hierarchical model no longer serves organizations. To remain competitive, organizations must become more agile. This means being highly adaptive, leveraging effective communication, and working collaboratively to deliver a continuous flow of value.
Great teams are the building blocks for an agile, resilient, and effective organization. A team is more than just a group of people, and great teams can thrive only if the right kind of leadership supports them. However, shifting leadership emphasis from simply managing teams to leading them requires the people in leadership positions to change – to develop new leadership skills.
Transforming leadership and building an agile organization are not trivial tasks. The change takes time, effort, and often a significant period of unease. Coaching helps organizations face any pain points safely by minimizing them, finding new, better ways of working, and developing leadership that supports agility.
Leadership in the modern world
To maximize the potential of different teams, leaders need to fuel collaboration and self-leadership. Modern leaders support people in finding better ways to work together, agree on responsibilities, and develop team activities. A modern leader is more of a supporter of autonomous and self-driven teams than the past decision-making leaders.
However, organizations new to autonomous self-organized teams typically lack good team leadership. Or, leadership is misunderstood as managing individual people’s performance instead of teams. The result of this is often confusion.
Leaders need to set a shared direction to establish a supportive environment for self-organized teams and cross-team alignment. A lack of common goals may lead to chaos and micro-management as teams do not know where they are headed and how they are expected to contribute. Additionally, leadership should aim to build facilitating structures for teamwork and cross-team collaboration.
Coaching helps create healthy organizations
Developing modern and agile leadership skills enables the building of healthy organizations where people thrive and succeed in business. The more people have modern leadership skills and are given the space to lead, the better. Coaching can provide an organization with the needed skills to thrive. Coaching can support organizations in solving essential questions, such as:
- How do you modernize an organization and its leadership?
- How do you build efficient teams systematically while keeping them happy?
- How do you save resources, remain resilient, and stay ahead of the competition?
Coaching is not just a pack of tools, processes, and tricks applied to an organization. It is about bringing in new ways of thinking. The key to coaching is a comprehensive approach: providing support on organizational and systemic levels, and also helping individual leaders and teams build needed leadership skills. That’s how coaching brings clarity to organizations’ leadership and leadership models.
Companies having growing pains
Coaching supports the construction of a thriving organization and the creation of detailed leadership models. Proper structures create a strong foundation and enable an organization to stay healthy and continuously evolve.
Companies in need of change
Coaching can help traditional companies with historical structures change, build agility and resilience, and stay ahead of the competition. Companies can achieve this in various ways, including modernizing leadership structures and fueling autonomous, self-organized and happy teams.
Agility requires modern leadership – Case study of HMH
HMH wanted to improve their response-to-market capability with their development teams. Teams had already begun their path to becoming agile. However, leading agile teams called for a whole new approach to leadership, which was brought in by Reaktor's coaching. For the first time in the company’s history, the development teams at HMH delivered on all their set goals set for three months. When EVP Martin Davy visited the site, he said, “I could just feel a new level of energy present” - the dramatic change was clearly tangible.
EVP Martin Davy
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