ABP Consulting SuisseGeneva

Seminars and team coaching

Team coaching

For a team that no longer decides, two departments passing responsibility back and forth, or a group reshaped after a reorganisation. The work starts with a diagnosis, which may conclude that the problem is not where everyone thought.

A speaker on stage addresses a large seminar audience seated at rows of tables with laptops

What you will be able to do

  • Name what is really blocking the team, including when it calls the leader's own way of working into question
  • Restore a way of deciding that the team respects
  • Handle disagreements in the meeting rather than in the corridor
  • Clarify who decides what, and what is no longer reopened once settled
  • Put in place working rules the team has written itself

Programme

  1. Diagnosis

    • Confidential one-to-one interviews with each team member
    • Observation of one of the team's real meetings
    • Feedback to the sponsor, then to the team — the same feedback, with no watered-down version

  2. Working sessions

    • Three to five group sessions, on real issues rather than exercises
    • Work on how decisions are made: consensus, consultation, arbitration — and who chooses the mode
    • DISC or Enneagram input if the friction is primarily relational

  3. Rules and follow-up

    • The team writes its own working rules, few in number and verifiable
    • A follow-up session at three months, then at six months
    • A review with the leader of what now depends on them alone

Questions about this course

What if the diagnosis points at the team's leader?

It happens often, which is why their explicit agreement is required before starting. The feedback given to the team is the same as the feedback given to the sponsor: two different versions would destroy the credibility of the process within one session. If that agreement is not given, we stop at the diagnosis.

Are the one-to-one interviews confidential?

Yes. What comes out in the group feedback are aggregated findings, not attributable remarks. Each person is told this at the start of their interview, because the quality of the diagnosis depends entirely on the trust placed in it.

How long does an engagement last?

The diagnosis takes two to three weeks. The group sessions are then spread over three to four months, with follow-up at three and six months. Team coaching compressed into a week does not produce lasting change, and we do not offer it.

Is it the same as a team-building seminar?

No. A seminar strengthens a group that already works; team coaching deals with a group that does not. Putting a seminar on top of an unresolved problem usually makes things worse, because it imposes a conviviality nobody feels.