Team Coaching: No, Thank You!
When we want to improve a situation, we can talk about the problem—what is not wanted—or we can talk about how we would like things to look in the future—what is wanted. We can resolve the issue much more quickly when we first notice and appreciate what is already working well.
Team Coaching: No, Thank You! Here is a true story: last week, I spoke with a client who contacted me because he wanted to ease some conflicts within his team and improve collaboration. When I suggested a team coaching session, his reaction was: “No, thank you. I will never do that again.”
His response surprised me, but I understood what he meant once he told me about his previous experience. He had attended a meeting in which every problem – absolutely everything that was not working between colleagues and within the company – was brought to the surface. This led to even greater frustration. Instead of improving the situation, it made things worse.
I am convinced that it is highly valuable to speak honestly and openly about important and relevant matters, but in a solution-focused way. What difference might that make?
When we want to improve a situation, we can talk about the problem – what is not wanted – or we can talk about how we would like things to look in the future – what is wanted. I have worked with many teams, and my experience has shown me that there is always a strong shared understanding of what an improved situation would look like, even when people have completely different ideas about how the situation should be resolved – and about what needs to be done to stop those they blame on the other side of the table.
The picture may not be exactly the same for everyone, but the answers usually overlap and complement one another when we ask teams: “What would ideal teamwork look like for you?”
People are often surprised to recognise that they want many of the same things: to be successful, to have satisfied clients, to feel seen and appreciated at work, to make decisions quickly, to create a transparent and efficient workflow, to receive support when needed, and to achieve excellent results. Recognising that there is a shared purpose is already a significant step forward.
So, what comes next? I simply begin with the assumption that something is already working well. I ask: “How have you managed difficult challenges? What did each person contribute?”
And, surprisingly, there are always positive examples, even in the midst of the greatest difficulties. Talking about these successful moments, however small, and appreciating the contribution and effort of colleagues changes the atmosphere and makes people more open to listening.
This is the foundation needed to build effective collaboration: listening to one another in order to understand each person’s experience, perspective, needs, and requests more clearly. What can we do to support one another so that we can achieve better results together?
We can resolve problems much more quickly when we first notice and appreciate what is already working well – when we talk about what is wanted instead of complaining about and analysing what is going wrong.
There are powerful questions that can shift a problem-focused conversation towards a solution-focused one: “What would you like to see instead? What do things look like when they are better?”
This is when it becomes useful to explore and discuss the details. Solution-focused team coaching sessions build trust and release energy, two of the essential ingredients for effective collaboration.
To practise this approach and learn more about it, we invite you to contact us or join one of the events we organise.
Further Reading
Solution Focus Team Coaching invites teams to move beyond analysing difficulties and begin noticing what is already working, what they want to create together, and which small signs of progress can be strengthened. The following resources offer three different perspectives on how solution-focused conversations can support collaboration, performance, and meaningful change within teams:
• Solution-Focused Team Coaching — Anton Stellamans
https://www.sfio.org/interaction/2014-1/sf-team-coaching/
An exploration of how Solution Focus principles can be used to support teams in building shared direction, recognising existing strengths, and developing practical ways forward.
• Solution Focus Coaching for Agile Teams — Veronika Jungwirth and Ralph Miarka
https://www.sfio.org/interaction/2021-1/sf-coaching-for-agile-teams/
A practical introduction to applying Solution Focus Coaching in agile teams, with insights drawn from extensive experience of supporting collaboration and organisational change.
• Making Positive Change — Anthony M. Grant
https://researchportal.coachingfederation.org/Document/Pdf/abstract_531
A research study comparing solution-focused and problem-focused coaching questions and examining their effects on positive emotions, confidence, goal progression, and action planning.
These perspectives remind us that teams do not always need a deeper analysis of everything that is going wrong. Sometimes, progress begins by recognising the moments when collaboration is already working and exploring how those moments can happen more often.
