Team Coaching:

Healthier teams start with healthier leaders and healthier conversations.

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The problem you arrive with

Most leadership teams aren't struggling because the people aren't smart, capable, or committed. They're struggling because the team has never actually been built.

People were hired into roles. Meetings got scheduled. Decisions get made and sometimes in the room, more often in the hallway afterward. Trust is uneven. Conflict is avoided or it's everywhere. The same patterns keep showing up no matter who's at the table.

Team coaching is the work of building the team you thought you already had.

  • The team is the client.

    In 1:1 coaching, the leader is the client. In team coaching, the team itself is the client, its dynamics, its agreements, its way of being together.

    I work with teams the way I work with individuals: with curiosity, honesty, and the assumption that the team already has what it needs. The work is to help the team see itself clearly, name what's getting in the way, and practice new ways of being together in real time, in real conversations, with real stakes.

    The frameworks are the same ones I use 1:1 — Co-Active, CliftonStrengths, and the Integrative Enneagram applied at the team level, so people understand not just themselves, but each other.

  • Every team coaching engagement is built around three things:

    Diagnosis. We start by understanding the team that's on it, how it actually works, where it's stuck, and what it's trying to become. This usually includes interviews with each team member, team-level assessments, and a clear-eyed read of the dynamics already in the room.

    Design. Together with the team leader, we shape an engagement that fits the rhythm, the focus areas, and the conversations that need to happen but haven't yet. No two team coaching engagements look the same.

    Development. Most of the work happens in the team's own meetings and off-sites. We don't pull the team out of its work to coach them; we coach them inside the work. Patterns get named in the moment. Hard conversations get held with support. New agreements get tested and refined.

  • Team coaching with me works best for:

    • Executive teams and senior leadership groups in higher-ed institutions

    • Newly formed teams who are trying to set the foundation right from the start

    • Long-standing teams stuck in patterns they can name but can't seem to shift

    • Teams navigating transition, new leadership, restructuring, mergers, and strategic resets

    • Departments where the work is good, but the relationships are getting in the way

  • The teams I've worked with describe the shift in their own words:

    • Meetings feel different, more honest, more useful, less performative.

    • People speak up about what they actually think, not just what's safe.

    • Conflict gets named and worked through instead of being avoided.

    • Decisions get made in the room and stay made.

    • Trust deepens between people, and in the team as a whole.

    This isn't about making teams "nicer." It's about making them more capable of doing hard things together.