[Neurons] 2025 Neurons #49

[Michael Hall]

From: L. Michael Hall

2025 Neurons #49

December 1, 2025

 

GROUP & TEAM COACHING

 

There is now a growing demand for Group & Team Coaching in organizations and
that demand will be increasing in the coming years.  Given that, if you want
to create this as your coaching focus or add it to your focus, how do you do
that?  How do you build up a "Group and Team Coaching" business?   How do
you sell it?

 

When it comes to any kind of selling of yourself as a Meta-Coach and/or your
Coaching Practice, it is always best to develop a focused niche with an
unique speciality.  What's much harder to sell and even to describe is the
generalist approach.

"But what if I don't know my niche?  What if I have not enough experience to
even know what to make my speciality?"

 

Then pick something that you would like to make a speciality or that could
possibly become a speciality.  Just pick something!  By doing that, you at
least have a place to start.  From there, begin to format your "ideal
client" and the unique contribution and value that you would add to that
person's life.  It's a beginning.  That's the important thing.  Then study
that speciality.  Read books on it, interview people who have made that
their speciality, search the internet for those who focus on that area.
Collect ideas about what they offer, how they make their offer, how they
frame their unique proposition of value, how they think about the needs,
problems, and challenges of those people, their personality distinctions
(meta-programs, perceptions, beliefs, etc.).

 

Starting there doesn't mean that you will only be dealing with that area.
You won't.  You probably will be a generalist and take on just about anyone
who is a legitimate coaching client.  The difference is that you have in
mind where you are going in terms of your niche.  Of course, as you study
and interview and get experience, you may very well change your mind about
your speciality.  The reason for the decision is not that you will carve it
in stone, but that you have a place to begin focusing.

 

Next, begin thinking about how you want to package your offerings and how
you want to develop your "coaching package."  Depending on your other
talents and skills- you will be a Trainer/Coach; Consult/Coach;
Mentor/Coach; Coach/Trainer, etc.  Some use training to get in, others use
some consulting expertise to get in- what will you use to get in?  At first,
you will probably use connections.  Who do you know that's in business?  In
management?  In H.R.?  Begin there.  Most business, and especially coaching
and training business, operates from who you know and your skills in making
connections. 

Nor do you go in seeking to get in, go in seeking to add value with any and
every conversation you have.  Go in interviewing people.  Ask for their
help-their insights and advice.  Now that doesn't mean you don't do your own
homework.  Do!  Learn the terminology of the industry, learn the vision and
values of the business, learn as much as you can about the structure and
who's who in the organization. 

 

Now when you meet with people in organizations, interview them about the
quality of their groups and teams.  As they how much the groups are learning
teams, effective teams in terms of productivity, tapping human intelligence
and creativity, generating a sense of belongingness, recognition,
appreciation, etc.  And, if you really want to sell this understanding to
get into organizations, give out copies of Patrick Lencioni's The Five
Dysfunctions of a Team.  It tells a story and so is an easy read for people
who do not read self-help or non-fiction books.

[As an aside, not too long ago a former Meta-Coach used the following
dysfunctions of a team and presented it as if it was his own discovery,
doing that kind of thing is plagerism and unethical.  You show yourself
professional and scholarly when you give credit to your sources!]  

 

Here is Lencioni's description of The Five Dysfunctions in his own words and
a good description of why businesses need Group and Team Coaching:

           Absence of trust: 

Members of great teams trust one another on a fundamental, emotional level,
and they are comfortable being vulnerable with each other about their
weaknesses, mistakes, fears, and behaviors.  They get to a point where they
can be completely open with one another.  This is essential because ... 

 

           Fear of Conflict: 

Teams that trust one another are not afraid to engage in passionate dialogue
around issues and decisions that are key to the organization's success.
They do not hesitate to disagree with, challenge, and question one another,
all in the spirit of finding the best answers, discovering the truth, and
making great decisions.  This is important because...

 

           Lack of Commitment: 

Teams that engage in unfiltered conflict are able to achieve genuine buy-in
around important decisions, even when various members of the team initially
disagree.  That's because they ensure that all opinions and ideas are put on
the table and considered, giving confidence to team members that no stone
has been left unturned.  This is critical because ...

 

           Avoidance of Accountability: 

Teams that commit to decisions and standards of performance to not hesitate
to hold one another accountable for adhering to those decisions and
standards.  They don't rely on the team leader as the primary source of
accountability; they go directly to their peers.  This matters because ...

 

           Inattention to Results:

Teams that trust one another engage in conflict, commit to decisions, and
hold one another accountable are very likely to set aside their individual
needs and agendas and focus almost exclusively on what is best for the team.
They do not give in to the temptation to place their departments, career
aspirations, or ego-drive status ahead of the collective results that define
team success.  (p. 7)

 

 

Neuro-Semantics News

*       Group & Team Meta-Coaching (GTMC) occurs in Hong Kong this December.
December 4-7 for the training and Dec. 8-9 for the assessments and for
watching and learning from the assessments.  All of it is open to everyone!

For detailed information about where and how to sign up - contact

Mandy Chai -   <mailto:chaimansun at yahoo.com.hk> chaimansun at yahoo.com.hk

Boey Law -      <mailto:boey_law at neurosemantics.hk>
boey_law at neurosemantics.hk

 

 

 

 

 



L. Michael Hall, Ph.D.

Executive Director, ISNS

738 Beaver Lodge

Grand Jct., CO. 81505 USA

meta at acsol.net

 

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