The Team Tech Case Study: Building Better Teams with Teamery

Updated: Jan 5



How can you use team coaching and the services Teamery offers?


Case studies are a practical and insightful way of walking through how clients can use the coaching and services that Teamery offers. We will regularly showcase examples of different client cases, starting with the Team Tech Case below.


The Team Tech Case


A newly formed team within a global tech company has been tasked to create a new product and process within a specific timeframe. The team leader and some of her team are based at the head office in London, the rest work remotely, virtually and globally.


The team leader - let’s call her Alice - has been tasked with forming this new team. It comprises six people, four of whom have been drawn from within the organisation; with the remaining two being new hires. The team’s objective is to complete the design and delivery of a customer engagement solution in the next six months. None of the team members have worked together before. Alice has successfully led similar teams in the past and she knows what it takes. The project’s strategic visibility and tight time frames make it a high pressure assignment and she can afford no missteps.


Alice approached The Teamery Co to support the team through this process and accelerate their effectiveness. After a detailed meeting with Alice to deepen our understanding of the brief, Elaine and Kirstie had one-on-one’s with each team member introducing team coaching and exploring the team’s context and environment. Establishing alignment on the brief and confirming rapport is critical to the effectiveness of the coaching. Alice, the team, Kirstie and Elaine agreed on proceeding to the Discovery phase.


As Teamery leads on this assignment, Elaine and Kirstie next engaged in an in-depth, but accelerated Discovery Phase with the team taking place over 10 days. This included a review of team strategy and ways of working documents, exploring the team’s strengths and risks using the Lumina Spark profiling tools and the individual/overall Team wellness using Teamery PULSE Check.


Next a full-day Launch session was held using a virtual platform and including interactive tools. This focused first on building the team’s relationships and deepening their connection. Teamery knows the value of investing in the human connections across the team, and building time in catalysing relationships.Understanding individual and team strengths and pressure points followed from this sense of connection, as did building mutual trust. Linked with this the team spent time collectively defining their purpose and a resulting team charter which included team values, beliefs and identity, purpose, role clarity and ways of working needed to get the project across the line. Members of the team concluded the Launch commenting on both their sense of cohesion and clarity on their collective task ahead. The team had a feeling of anticipation and excitement to dive in.


Key goals identified through the Discovery and Launch processes involved the team:

  1. Making confident and effective decisions as they stepped into unknown territory

  2. Quickly building and leveraging relationships with other teams in the organisation

  3. Improving the structure and output of their meetings.


Elaine and Kirstie co-coached the team in a three weekly rhythm for 2-hours during a four month time frame in a goal-oriented coaching conversation partnering with the team as they moved through the typical team development stages, discovering strengths and uncovering additional strengths they needed to deliver their project; exploring what was working and what was working less effectively; and problem-solving around bottlenecks. As the team grew in confidence with one another, the Teamery coaches began exploring ways for the team to challenge themselves, create opportunities to test their abilities and stretch their thinking. Coaching sessions were positioned as both surfacing insights and learning; as well as catalysing action. The team completed a Teamery PULSE survey four times in the engagement to track progress and gain clarity on where to focus next.


In between sessions, Kirstie and Elaine had a 30-minute check-in with Alice, exploring her insights and supporting her as she led the team. After the Discovery Session, it became clear that two new team members and one of the members who was working remotely would benefit from individual coaching to support their transition into the team. Karen and Kerrin met with the members in chemistry sessions and were contracted for 4 x 60-minute individual coaching sessions with these members.


As the coaching engagement concluded, the team reviewed the goals established at the outset of the engagement and the team’s measures of success. Alice and the team concluded by acknowledging and celebrating the following:


  • Delivering the project within the specified timeline

  • Discovering how well they worked together as a newly formed team, their individual and collective strengths and how these contributed to addressing identified gaps.

  • Understanding the importance of defining team purpose and building trust at speed, enabling them to make confident and effective decisions as they stepped into a hybrid workspace

  • Identifying patterns of behaviour that can either enhance or derail success by continually improving the structure and output of their meetings.

  • Taking ownership of high team functionality which includes being able to discuss different ideas of ways of doing things and to challenge in non-conflictual way


Key learnings that the team can take forward into their pervious or other newly formed teams:


  • Acknowledging individual and collective strengths and how they can use this learning to build multi-functional teams in the future

  • Understand the impact that teams and team coaching can have on the systems around them

  • Investing in deepening relationships with individual team members in order to build trust at speed

  • That responsibility to deliver on stated objectives is the responsibility of the whole team and not just the leader

  • Having a clearly defined team charter highlighting clarity of purpose, values, beliefs, identity, role clarity and ways of working in order to achieve their objective.

  • The benefit of having a team coaching relationship that allows further stretch and learning in role and in project

  • Improved confidence in the team process and the benefits of gaining support early in the process

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