What We See, Hold, and Miss
Behind the Scenes of Team Coaching Supervision
Blog
Meeting the Work
Meeting Life is a three-part series on leadership, belonging and becoming.
Across three personal essays, I explore the moments that quietly shape who we become—from being deeply met by another, to recognizing the changing seasons of meaningful work, to finally learning to meet ourselves with the same care we offer others.
Integrate the Development. Differentiate the Relationships.
In the final part of Where Does the Work Live?, we step back and consider the developmental ecosystem around teams — and the role of the team coach within it. By Sherry Matheson and Kerry Woodcock
Should I Coach the Team AND the Leader?
Part 5 of Where Does the Work Live?, explores the benefits and risks of coaching both an individual leader and their team — including confidentiality, triangulation, bias, power and perceived conflicts of interest, by Sherry Matheson and Kerry Woodcock.
When Team Coaching Gets Personal
Part 4 of Where Does the Work Live? When Team Coaching Gets Personal explores what happens when team coaching gets personal — and why individual coaching can sometimes provide a soft place to do hard developmental work, by Sherry Matheson and Kerry Woodcock.
The Leader Is a Team Member. And They Aren’t.
The leader participates in the team’s patterns just like everyone else. They may rescue, withdraw, dominate, invite challenge, close challenge down or create dependency.
And yet they may also control resources, priorities, opportunities, performance assessments and people’s careers.
So when a leader says, “Please challenge me,” speaking up may carry very different consequences for different people in the room.
This is Part Three of Where Does the Work Live?, a six-part series exploring individual coaching, team coaching and the developmental ecosystem around teams, by Sherry Matheson and Kerry Woodcock.
Where Does the Work Belong?
Decision rights may be unclear. Senior leaders may interfere. Organizational structures may genuinely constrain what the team can do.
But if we’re contracted to coach the team, how quickly should we follow the problem somewhere else?
One of the disciplines of team coaching is learning to stay with the system we have been contracted to coach long enough to discover what can be worked with there.
This is Part Two of Where Does the Work Live?, a six-part series exploring individual coaching, team coaching and the developmental ecosystem around teams, by Sherry Matheson and Kerry Woodcock.
Why Individual Coaching Isn’t Team Coaching — and Why We Need Both
Individual coaching and team coaching are increasingly being brought together as part of a wider approach to leadership and organizational development.
That makes sense. Development in an individual affects their relationships. Relationships shape teams. Teams influence — and are influenced by — the organizations around them.
But working with a team asks something different of us as practitioners.
This is Part One of Where Does the Work Live?, our six-part series exploring individual coaching, team coaching and the developmental ecosystem around teams, by Sherry Matheson and Kerry Woodcock.
The Attic on Old Street
Meeting Life is a three-part series on leadership, belonging and becoming.
Across three personal essays, I explore the moments that quietly shape who we become—from being deeply met by another, to recognizing the changing seasons of meaningful work, to finally learning to meet ourselves with the same care we offer others.
Vertical vs Horizontal Development: What’s the Difference?
Discover the difference between horizontal and vertical development and how each supports leadership growth, coaching practice, and greater complexity.