Coaching World Issue 10: May 2014 | Page 13

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