Teams work.
Or do they?
Every organization has teams.
But not every team delivers.
A lot gets done.
But not always what matters most.
And often not as a team.
That’s where
team coaching comes in.
I work with teams that are done with stagnation.
And ready to take an honest look at how they actually work.
Not in theory.
But in practice.
Through facilitation and team coaching.
People are not the problem.
Most teams are well staffed.
Experienced. Committed. Motivated.
And still:
Meetings go in circles
Decisions take forever — or get undermined
Conflicts simmer instead of being resolved
Responsibility gets passed around
Leadership remains vague or inconsistent
The problem is rarely the people — or their capability.
It’s how they work together.
How team coaching works with me
Team coaching is not a feel-good exercise.
It’s not about everyone being happy in the end.
It’s about the team working better.
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It begins with scoping the assignment.
I speak individually with the team lead and team members.
We identify where things are actually getting stuck.Solutions often already exist.
But we don’t jump to them too quickly. -
We build openness.
After the initial conversations, the team comes together — usually in a 1–2 day workshop.
In the workshop, I’m not the one doing the work.
You are, as a team.This isn’t about learning something new, like in a traditional training.
It’s about taking an honest look at what’s really going on.Even when it’s uncomfortable.
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We use them.
When conflicts surface in a workshop, they’re not a disruption.
They show what actually matters.So we don’t move past them.
We make them visible — and work through them. -
We focus on the right ones.
Not every issue belongs in the group setting.
Some tensions need a different space so they don’t overwhelm the team —
for example, personal conflicts between individuals.These are intentionally taken out of the team process
and, if needed, addressed separately — for example through mediation. -
We stay with it.
A workshop can spark something.
But if it’s treated as a one-time event, the impact fades quickly.Real change only happens through continuity.
A typical setup:
1–2 workshops per year
regular team check-ins
sparring with the team lead
My
No-Gos.
Where I draw clear boundaries
as a team coach:
No chemistry. No assignment.
At the beginning, there is always a mandatory chemistry check
between me and the team lead.
We talk about the topic —
but more importantly, we assess whether we can actually work together.
I ask that question very directly.
And we both need to answer it.
If the chemistry isn’t right, we say so.
Because working with me requires honesty and openness.
II don’t do fluff.
And I don’t do psychological games.
Team coaching can easily become intrusive.
Anyone who has experienced a trust fall knows what I mean.
You won’t find that kind of thing with me.
Yes, I do bring a bunch of exercises.
But mostly to shake off the post-lunch slump —
or simply to have some fun.
Always optional.
No one has to speak.
I often hear this request:
“Please make sure the quiet ones speak up.”
Of course, I make sure everyone who wants to contribute gets space.
And I vary formats and group constellations.
I’ll also step in when dominant voices take over
and it stops serving the conversation.
But a team is made up of adults.
They know when they want to speak.
And they’re allowed to stay quiet if that’s what works for them.
I don’t work as an Agile Coach or Scrum Master.
I could.
I choose not to.
That role is too rigid —
and often comes with expectations that can’t realistically be met.
I don’t just facilitate predefined agendas.
If agenda, goals, and process are already fully set,
I’m probably not the right person.
My workshops leave enough space
for the topics that actually matter in the moment.
I don’t work without coffee.
Tea is not an alternative.
The kind of clients I work best with:
You are an organization
that feels more comfortable with a boutique consultancy than with firms like McKinsey & Co.
that doesn’t need big names for ego or positioning
that has no interest in buzzword bingo or corporate theater
that sees employees as capable adults — not people who constantly need to be “taken along”
that understands: the problem is rarely the individual