The Team Coaching Toolkit Book

Question. How do you build a brilliant team?

Answer. Find the right tools to set the dynamics right at the start and then keep the team talking.

If you have ever been part of a great team, you will probably remember it as a life affirming and career changing event. Sadly most of our experience in work groups are less inspirational. The research on team success is quite clear. If you invest time and energy getting the behaviours right when the group first comes together, then the trust and collaborative communication that are essential to success are likely to follow.

Theory is one thing, but how do you make this work in practice? This book sets out 55 tools and techniques proven to get your team talking, connecting and collaborating. Each tool is set out with a step-by-step guide to implementation, as well as an explanation on the theory that underpins each exercise.

Whilst some of the tools and techniques are published on this website, the book contains a full portfolio of processes and routines that will help you get the best out of the people you are working with.

The team coaching toolkit book uses a model of team coaching designed to tackle the problems created by today’s complex work environment. Based on the latest research into team effectiveness, the book takes you through the full lifecycle of a team from inception, set up, delivery and ultimately disbanding.


About Tony

I have a consuming interest in interpersonal dynamics and the effectiveness of people working in teams teams.

Originally training as a surveyor, I have spent over thirty years working on major construction projects. I now spend most of my time working with project leaders and their teams, as a coach, consultant, facilitator or trainer.

I am a visiting lecturer at the University of Westminster where I run a Masters module on Developing Effective Project Teams.

I am a strong exponent of the need for teams to understand complexity and to spend time developing the behaviors that will allow a team to work through periods of change and pressure.

Who Should Buy This Book

  • Project leaders seeking to build commitment in a cross functional team assembled to deliver an important organisational initiative.

  • Project managers seeking to develop the social skills and processes needed to establish and sustain a ‘one team’ ethos

  • Executive coaches looking for ideas to coach teams to perform effectively

Table of Contents

PART ONE – The theory

Chapter one – Introduction

Chapter Two. Using tools to shape team dynamics

Chapter Three –The emergence of the team coach.

PART TWO. – Team coaching techniques

1. Build your Maturity in Complexity.

2. Facilitating a Thinking Environment

3. Slow down to speed up.

4. Curious enquiry.

5. Influential questions.

6. Listening for clues.

7. Adopt an agile mindset.

8. Using Case Stories

9. The importance of visual information.

10. Systemic thinking and the Spheres of Influence.

PART Three – Team Coaching Tools

Tools for assessing the project environment

1. Complex or simply complicated

2. Assess the project environment

3. Articulating stakeholder paradoxes

4. The cup of team meeting

5. Acknowledging cultural diversity

6. Dangerous assumptions and leaps of faith

7. Surviving the storming stage

8. Force field analysis

9. Roles not Jobs

Tools for setting a project up for success.

10. The Big ‘Why?’

11. Introvert and extrovert thinking

12. Learning from the past

13. Establishing your rules of engagement

14. Taking feedback

15. Building the future story

16. How to motivate or annoy me

17. The collaboration canvas

18. Create an awareness of behavioural gravity

19. Establish a ‘no blame’ culture

20. The Team integration manual

Tools for improving communication

21. Establish a Collaboration and Integration work stream.

22. The language of collaboration

23. Building a team psychometric profile

24. Every speaks and everyone is heard

25. Systemic problem solving model

26. Who plays the fool?

27. The ‘So What?’ monitor

28. Agree you meeting strategy

29. Identifying the elephant

30. Perceptual positions form the extra chair.

31. Building stakeholder support.

Tools for building resilience

32. Press reset.

33. Taking the resilience temperature

34. Constructive challenge

35. Coping with difficult news

36. Fault free conflict management and the Evil Genius.

37. Hedges and Ditches

38. The pre mortem

Tools for learning, innovation and improvement 

 39. The Mid point review.

 40. Knowledge stock take

 41. Capturing the Knowledge

 42. How are we performing?

 43. The Pre-mortem

 44. Running a Lessons Learned workshop

 45. Purposeful closure.

PART FOUR – What next?

Reading list and other resources.