Team coaching
Organizational leaders understand how important it is to develop a cohesive team, and they choose to lean into growth, especially when the status quo isn't working.
When leaders reach out
These conversations usually begin in one of two ways.
The first is planned. You'd like your managers to feel better equipped and your leadership team to be pulling in the same direction, and you want to invest in that while it's still a choice rather than an urgent need.
The second is when you sense something isn't working and you'd like assessment, guidance, and practical tools to move forward, whether that's a talent issue, a gap in leadership, or a programmatic or operational inefficiency.
Both are wonderful reasons to reach out. The most effective approach is to address the friction early, before it has a chance to grow.
Developing Managers to Lead
A true passion of mine.
Most people are promoted into management because they were great at the work they're now managing. Unfortunately, new managers rarely receive the onboarding, guidance, and mentorship they need, so I give it the attention it deserves. Together, we explore how to communicate, how to navigate conflict, how to lead with compassion while maintaining authority, and what it means to steward a team you've been entrusted with.
I facilitate many leadership development sessions through my consulting work, and it's genuinely one of the parts of my work I love most.
What the work looks like
Team coaching often blends education, guided reflection, and team growth strategy, and sessions frequently include live problem-solving for both the team and individuals.
Early on, we'll have facilitated conversations, often around leadership and what it means to be the leader this particular team needs. We explore how we show up and the kind of leaders we want to be. From there, we work with what's actually in front of the group. Because the team is walking this path together, they naturally begin supporting one another, and trust grows.
I work with teams of executives, middle managers, and line staff, and each group benefits from something a little different.
How big should the group be?
Teams of five to ten members are ideal.
Beyond ten team members, the experience generally shifts from coaching into something closer to a seminar, which is a different offering with a very different approach. Smaller groups allow for deeper engagement and make it easier to gently bring everyone back when minds and conversations start to wander.
When someone on the team has ADHD
What matters most is keeping everyone genuinely engaged.
If team members aren't actively involved, their attention may drift somewhere more interesting. That's rarely about rudeness or indifference, it's usually about how an interest-based brain works. I design sessions so that no one gets left behind or quietly fades into the background.
What we often discover
I begin with an assessment rather than assumptions, because the reason you reach out isn't always the thing standing in the way.
A team might ask for leadership training, and once we begin working together, the real need often shows up as communication challenges and friction. Because leadership development can't fully take root while those issues remain, we address them first and build from there.
A leader may request team coaching expecting us to begin right where they are today, and once I'm working alongside them, it sometimes becomes clear that some essential groundwork is still needed. When that happens, we return to the foundation and build what's needed before moving forward.
Neither of these is a failure. It's so much better to discover these things in week one than in month six, and that's exactly why an in-depth assessment comes first.
What stays with your team
Everything we strengthen together, I document.
When we refine a process, I write it down so it's repeatable by someone other than me. Team members are cross-trained, so a single absence doesn't stall the work. And I encourage a succession plan for every position, not only those at the top, because those are the gaps that can be hardest when they open unexpectedly.
All of this works within your strategic plan and your budget, so the changes we make are ones your organization can truly sustain.
Investment
Pricing depends on the scope of the work and the length of our engagement.
Requests for specific trainings may add to the cost because of extended engagements and required materials. I'm a certified practitioner in The Five Behaviors model, which includes assessments, workbooks, and a structured program, so it's quoted separately from standard team coaching.
Rates reflect a number of factors beyond the scope of work, including whether the engagement is a short-term project or a retainer arrangement. A consistent, ongoing partnership has real value to me, and I'd much rather reflect that in my rates than have cost become a barrier to support.
For nonprofits, I strive to meet mission-driven organizations with accessible rates and I'm mindful of funder-set consultant rate ceilings.
Let's talk it through
Share a little about your team's situation and the outcome you're hoping for. I'll be honest with you about whether I'm the right fit to support you well within your budget.