The author during a Marine-led embassy evacuation exercise from the Kuwaiti desert to an awaiting ship in the Persian Gulf. The rise of team-based, collaborative knowledge work in the Post-Digital Age has, in turn, increased the challenges around effective team performance. Today’s teams are frequently global and operate virtually, spanning multiple time zones. Consequently, organizations have increasingly sought team …

We first need to recognize what we are dealing with at a very basic level: human beings who have come together from varied walks of life to form a relationship system.

Team Coaching is fundamentally an individual and collective process of learning and change. Team coaches should have a clearly articulated “theory of change” that underlies their Team Coaching. approach.

Being genuinely empathetic to the issues the team is grappling with and providing direct yet respectful feedback is as useful with a group as it is in our individual coaching work.

Over the last two decades, team coaching has emerged as an extension of Executive Coaching, empowering leaders to work with their teams in new ways and transform team-building into culture-building. Since 2012, the field sales force for Sanofi’s North American Pharmaceutical division has been reaping the benefits of team coaching delivered via The Pyramid Resource Group’s proprietary model, Team Advantage™: …

While all leaders are rightly concerned about market share, customer service and returning a profit, they also recognize that sustainable improvements and innovations start with employees who find meaning and satisfaction in their jobs and take pride in their companies.

The Membership Operations Management team was looking to develop more cohesion and collaboration among their leaders in order to drive improved business results.

Team Advantage™, an innovative approach to team building that incorporates team coaching with business planning, has been found to produce measurable, sustainable results in teams judged to be both high and low performing.

For the first time we now have four generations in the workplace—presenting interesting challenges and opportunities to leaders, managers, and their teams. It is important to understand the nature of these challenges as we present a brief overview of traits specific to each generation. What’s even more important is to have some insight (and apply it) to each generation’s interactions, issues, styles, experiences and preferences.