After an HRM employee, manager or director fills in our contact form, a team coach will contact you within two working days. Coordination takes place by phone, e-mail and, if desired, in an introductory meeting.

The team coach meets individually with each employee on the team. Half-hour conversations per employee explore what is needed to improve the working atmosphere. 

The team coach comes up with an analysis and trajectory proposal. This is when the client makes choices. Step by step or in a trajectory? In a trajectory, participants know that focus on team cooperation and communication skills is introduced, implemented and sustained.

A trajectory preferably starts practically.
In cooperative tasks, team members experience what they are capable of. Can the team rise above itself with 'simple' tasks, which turn out to be not so simple? How does the team brainstorm, become flexible and creative? What happens when the process of learning stagnates?
About this process, participants naturally get into a conversation.

On this insightful day, we will revisit what is already going well and what needs support.
Communicating with style delivers better rapport and improves relationships. The material offered provides new tools to further build an efficient and enjoyable working environment.

Giving and receiving feedback runs smoothly in a cooperative team. If cooperation is lacking, feedback is experienced as criticism. Positively deployed consultation then turns against the initiator. Feedback, with the right mindset is a huge accelerator of team growth. Point of attention is that each team member receives sufficient spontaneous appreciation and recognition for his or her contributions.

Getting started with recognition is a tool deployed at two moments. At a starting moment when team building is still a step too far. And at the end of a process when there is something to celebrate. Giving recognition for what is needed to function is just as important as celebrating successes. Both forms of (h)acknowledgement should not be missing.

A lot of teams are busy with themselves and busy with other departments in ways that do not directly benefit customers. In Lean Team Coaching, all processes and actions are scrutinised and the focus is on adding value for the customer. Resulting in surprising outcomes.

An aligned team works towards one common goal. In a conflicted team, this common goal is out of sight. As soon as problems take centre stage, a team runs the risk of playing the man instead of discussing the underlying issues. In short conversations, we look for what is really going on and how the team can experience togetherness again.

Some call bullying behaviour 'unwanted and disrespectful', while others consider it 'an unfair fight'. Either way, once a group chooses one victim to scapegoat, we speak of 'bullying at work' and 'workplace bullying'. Bullying behaviour is undesirable, harming the entire team and the entire organisation. Working towards positive behaviour is our focus.

When employees report a culture of fear in a survey of working conditions, denying it is not very helpful. The workload no longer works productively. Transforming a culture of fear is done together. What gets in the way? What causes the pressure? How can those involved (often out of the box) connect with their desire? Sharing this requires trust so that staff can work with shared goals.

In the coming years, your best employees will find it increasingly easy to vote with their feet. When working conditions are bad, they will be the first to leave. Research shows time and again that a poor working atmosphere is the main reason for leaving.

A good colleague is hard to replace. Even two precious new colleagues do not replace the departed experience. Moreover, it puts more pressure on those left behind. After all, they have to induct the new colleague.

So keeping a team healthy makes sense. Everyone knows that too. More priority for periodic maintenance is desired in many teams.

New talented candidates choose a job not so much because of attractive working conditions, as is often thought. What determines their choice is a team in which they can develop and in which they are welcome. This applies to more than 80% of new employees.

A cooperative team handles mistakes made differently. They are seen as learning moments for the whole team. Because mistakes are handled openly (looking ahead), the learning efficiency is optimal.

In it, every new talent functions.

This process of effective and efficient learning can be taught. Periodic maintenance for teams has learning efficiency as its focus.

An open structure, good accessibility, quick decisions, attention to Six Sigma / Lean, these are all components that contribute to a pleasant working environment. Periodic attention to cooperation greatly accelerates team growth. Time and space to reflect on what goes well and what needs improvement is needed not only within a team, but certainly also between teams.

That's an investment.

But it is only really costly if you neglect attention to team growth.