Team Development


Are you a manager looking to create a more effective team? We focus on the various elements – skills, knowhow, behaviours and values – that people develop across a range of competences. As individual workers, we each develop a combination of these competences to help us perform our current role, develop our career and make us more valuable as a worker. Through social learning in teams, organisations or supply chains, these become unique capabilities to perform, innovate and differentiate. This thinking is core to how we work with you on your team development.

The pandemic has profoundly affected business and teams. In particular, the changing attitudes towards work is changing how teams function.  Empathy, resilience and faster decision making are more highly valued than before (CEMS, 2021).  Psychological safety helps people to be their best selves and to thrive under seemingly invisible pressures. Strong, positive team dynamics seem to be key to surviving and thriving as individuals and in business.  How managers support their teams is changing too.  Resetting norms, revisiting processes, understanding constraints and redefining the team all have quietly become the manager’s role. 

Where to start?

How ready are you for development?

“Organizational capabilities… are key intangible assets. You can’t see or touch them, yet they can make all the difference in the world when it comes to market value. These capabilities—the collective skills, abilities, and expertise of an organization—are the outcome of investments in staffing, training, compensation, communication, and other human resources areas. They represent the ways that people and resources are brought together to accomplish work. They form the identity and personality of the organization by defining what it is good at doing and, in the end, what it is. And they are stable over time and more difficult for competitors to copy than capital market access, product strategy, or technology.Smallwood & Ulrich (2004)

Where we focus?

There is a pendulum of tension for where organisations and workers invest time, energy and money in developing capabilities. Workers want capabilities, such as their professional skills, to boost their individual value in the employment market. Employers most commonly invest in the capabilities that make them unique in the market.

Pendulum of tension for investment in capabilities

How we can help

We can help you with your team in the following ways:

Team leader coaching

As a team leader, you are juggling multiple people’s priorities, work through ‘wicked problems’ or overwhelm. Kelly’s agenda as your coach is helping you make sense of the team dynamics at play and developing your capability as a team leader. Sessions are via Zoom, Teams, phone, or face-to-face if you are based near Cambridge, UK.

Managing team capabilities

Managers who are good at engaging their team have several competencies in common. They support employee growth, they guard their integrity and they focus on team progress. They also navigate organisational obstacles in service of their team. This group coaching programme for team managers helps you to become more aware of relevant behaviours and mindset to get the best out of your team by being of service to them.

Team development programme

A team’s development needs are unique to its context, purpose and people. Taking a situational development approach, Kelly provides team building, training, coaching, and facilitation to offer rapid impact on specific issues that matter right now.  A programme is typically six sessions of three hours over a three to six month period, delivered via Zoom or MS Teams.

What clients have said

“I very much appreciated your sunny, cheerful disposition even in the face of what must seem like a stony, grumpy and exhausted SMT. For the record, you always made me smile on the inside. You did an amazing job in teasing out the convoluted strands and stripping away the accumulated baggage …. I could tell you just got it, or understood without ever really having to say it explicitly. Thank you for all you’ve done.” Team member, Legal practice

Although i thought I was already on top of what I needed to do as a manager, you gave me some really useful points for reflection. For how to look after myself in the middle of it all. Thanks Kelly.” Middle manager, Technology organisation