Teams can self organize when using a process with agreements at its heart. The concept of “coaching one too many” is different than facilitating a group. The important operating principle is that when a meeting is conducted using coaching techniques, all present have “equivalence”. This means that all share the role of initiating and monitoring the activities of the team. Facilitation assumes that one person leads the group and has an expertise that is superior when it comes to process. The result of coaching one too many is that the responsibility for the success of the team lies equally with everybody. Through this approach, all are empowered and leadership can emerge, rather than being the result of the appointment. In addition to my training in advanced team coaching, I also have a decade of experience as a Dynamic Governance (Sociocratic) facilitator, working largely with non-profits and coops, where I find the best fit. The two systems work in harmony with each other, one is a coaching approach to self-organizing teams using agreements. The other, a facilitation approach to organizational governance using consent, is suited to the needs of organizations as a whole.


Transformative coaching can trigger moments when confusion and clarity can switch from background to foreground. In those moments of mental migration, just as we know that winter is on its way when the geese fly south, we can also sense the tropical breeze that gives them lift and carries them on their jouney. Coaching puts us in a place where we can soar and glide on the winds of internal change. Coaching is not the solution, coaching puts the outcome we seek, closer at hand. Coaching allows the client to find their our own path and through the journey, their own solutions will emerge.

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