coaches know what to label in
the team dynamics, how to raise
awareness around emotional
intelligence and self-awareness
for each individual within the
context of their team, and—very
importantly—how to detach from
outcomes, recognizing that it is
the team’s game and they need
to take ownership of all results,
including the breakdowns and
things that don’t work, so the
team finds new ways of working.
The coach is there to coach and
to label the many unspoken
fears and concerns—we often
call “elephants”—that people
tend to avoid recognizing and
discussing. The coach also needs
to celebrate shifts, movement and
successes so the team members
feel momentum and learn to
acknowledge one another. And
not to be forgotten is lightness
in coaching—keeping the action
in place and members moving
whenever there is a truth that
makes the team uncomfortable.
The teams selected for the
initiative were classified into
three categories:
• High-performing, but
needing a stretch.
• Supervised by a new
team leader.
• Middle-of-the-pack, but with
potential to grow quickly.
These teams established team
charters, se Ё