Question 1

What is a team vision?

Accepted Answer

In today's dynamic working world, employees want more insight into the company's goals and identification with the goals of the employer. Together with the team, a vision can be developed which defines values, goals, roles, but also the added value and the meaningfulness of the team. This team vision should be embedded in the vision of the organization. Visionary leadership behavior can create significant added value by offering orientation and promoting commitment.

Question 2

How can conflicts in the team be resolved in the long term?

Accepted Answer

Disagreements and friction between colleagues can be very challenging, especially in times of remote work. In an emergency, for us consultants and coaches, the first thing to do is to look at the situation from the outside and understand all sides. A joint decision is then made as to what the implementation of a conflict resolution process could look like: A mixture of advice, individual coaching, team coaching, personnel development, seminars and other suitable formats will determine the process. An important support for groups is to consciously devote themselves to the topic outside of everyday work and to discuss emotions, difficult situations and personal limits in a protected space. The goal is to create bonding and empathy, and to empower the team to build compromise, connect with each other, and make individuals' perspectives understandable to the system. With external support from a trainer and joint planning, it is possible to resolve conflicts in the department in the long term and create a positive team spirit.

Question 3

How can community be created in a team?

Accepted Answer

Successful teamwork requires time and space outside of everyday work, in which the group can reflect on the cooperation at the meta level. Especially when an organization mostly works remotely, there are significantly fewer experiences in the group that create bonding and belonging. Experiences can either be solving an action-oriented challenge together (e.g. as part of an outdoor workshop) or developing a team vision, team values ​​or a future strategy. The support and moderation from outside by a coach is very valuable here, since unconscious dynamics can be made conscious. During the process, ways and possibilities for improved role design, communication design and new structuring patterns are then discovered.

Question 4

How does psychological safety develop in a team?

Accepted Answer

Psychological safety is an important building block for successful teams. Harvard Business School professor Amy C. Edmondson defines psychological safety as "a climate in which people feel comfortable being (and expressing) themselves". In this way, an environment should be created in companies in which employees can contribute their authentic selves at work. In team coaching, we begin by discussing the current state of perceived psychological safety. The management already shows in this step that this topic is treated as a priority. In a co-creation process as part of team development, it can then be transparently explored what a psychologically safe environment should look like and feel like. Measures can be planned and implemented using methods such as a team charter or a participatory Code of Conduct.

Team Building Coaching

What makes us special:

Why invest in team building coaching?

Help, we have a problem...

The special "US-feeling"

A long-term partner

Our theoretical approach

Lever 1Formulating clear team goals

Lever 2The role of credible leadership communication

Lever 3Co-design and co-creation

Lever 4The team is looking for role models

Lever 5Adaptation of structures, processes and knowledge

Lever 6How the team celebrates success

Lever 7A positive error culture

Lever 8Resilience through project management

The journey continues: Creating sustainability through our ACTIVATE programs

Why Strasser & Strasser

Frequently asked questions

Sustainable development
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