ICF Member | ICF ACC Accredited | ILM Qualified
Team Coaching & Facilitation
I work with teams navigating organisational change, culture resets, mergers, restructures and the collaboration breakdowns that come with them.
Organisations bring me in when the formal integration has gone well on paper, but the people side hasn't landed yet. Teams may be siloed, people can be overwhelmed and burnt out sometimes the resentment has started to creep in.
You know this needs to change, but generic team-building won't move it forward.
The situation
You've seen that your teams need support. Something that actually shifts how people work together.
Your organisation is in transition:
- A restructure, merger, leadership change, or rapid growth is underway
- Teams have become siloed; collaboration across boundaries isn't happening
- Some people may even be actively resisting or checked out, morale is tested
- Change has brought additional workload and people feel overwhelmed and stretched
- Conflict may have even surfaced between teams or within leadership
- Culture isn't yet aligned with the new direction
Underneath it all are the real concerns; talent loss, decreased productivity, culture that isn't yet aligned and the change failing because people aren't with it.
You need someone from outside the system to hold the space. Your internal team knows the organisation inside out, which is part of what makes them good, but people naturally protect themselves around those embedded in the system when change is happening.
An outside person creates enough distance and safety that teams can speak what's true, without the fear of organisational consequences. Then teams can reset.
Why this matters
The organisations I work with have usually already invested in the structural side of change. They've reorganised reporting lines, clarified new roles, aligned on strategic direction. That work is done or in progress.
Helping teams actually become one, at the human level, is where outside expertise makes the difference.
When you don't support teams well through change, you see these patterns:
- Leaders are frustrated that "people aren't getting it" when often, people are overwhelmed and haven't had space to make sense of it
- When people feel unheard or unsupported during change, disengagement follows… and talented people are often the first to explore other options
- Burnout builds when people are stretched without understanding the why or having space to process what's changing. Catching this early prevents escalating sick leave and deeper disengagement
- Team members and leaders naturally process change at different speeds. Without acknowledgement, you end up with people at different points on the change curve, pulling in different directions and fracturing cohesion
- Teams that need to collaborate are protecting their patch instead
- Everyone's operating at 105%, making mistakes and friction slows everything down
- The change that should take 12 months is still messy at month 18
What shifts when teams get support through change:
- People understand why the change matters, not just what's changing
- They've had a voice in shaping how it happens and what happens next creating buy in.
- Leadership is visibly aligned and clear about how the team will work together
- Any gaps that need addressing are clear
- Collaboration goes from an aspiration to lived practice
- People know what's expected and valued, and they can commit to it
- Burnout drops; engagement and productivity lifts
- The change actually lands, and lands faster
How I work with teams
I don't come in with a prescriptive model. Instead, I listen to what's really happening with your teams, then design a sequence of sessions that build on each other, each one shaped by what you and they tell me.
The offerings I use:
Design Conversation
— We talk through what's happening, what's at stake, and what success looks like. This shapes everything that follows.
Team Analysis
— I bring tools like strengths profiling, personality typing or ecosystem mapping depending on what the team needs to understand about itself and its dynamics. This isn't about labelling people. It's about giving them language for how they work together and where the friction is.
Culture & Values Setting
— Teams name their current culture (how we actually work, what we actually value), the culture they want to become and the specific commitments that will get them there. This moves from vague to clear and actionable fast.
Conflict Resolution & Facilitation
— Sometimes the block is a specific conflict between teams or within leadership. I facilitate that conversation so it gets resolved rather than absorbed.
Bespoke Team Coaching
— For teams managing complex change, I work with the whole group over several sessions - moving from understanding the change, to working through resistance, to building new ways of collaborating, to embedding what's different.
Ongoing Programme Coaching
— Some teams benefit from regular monthly sessions over 6-12 months, so the change embeds rather than fades. This is especially powerful for leadership teams navigating sustained complexity.
Away Days
— A full or half-day session where the team comes together, gets clear on direction, works through the people side of change, and leaves with named commitments and next steps.
All of these are designed to move teams from stuck to moving, and from individual thinking to collective purpose.
What changes
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When teams go through this work together:
- They're clearer on why the change matters and what the next phase looks like
- Leadership is visibly aligned and modelling the collaboration they're asking for
- Conflict gets addressed rather than absorbed
- People know what's expected of them and what they can expect from others
- They've named the patterns that held them back and have committed to working differently
- The culture & team shifts from siloed thinking to strategic and collaborative
- Ideas and insight from the team sessions land in departmental planning and strategy
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For your organisation:
- Faster change adoption and less avoidable resistance
- Better retention of key talent during transition
- Fewer escalations and people issues eating leader and HR time
- Stronger team cohesion and visible collaboration
- Culture shifts from "this is happening to us" to "we're building this together"
What it looks like in practice
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Becoming One Department: Supporting a university research department through the people side of a merger
The Nuffield Department of Women's & Reproductive Health at the University of Oxford was a year on from a partnership that had significantly grown the department, bringing together an established research unit, with its own long history and identity, into its structures.
The formal integration had gone well. The remaining question was the one every changed organisation faces: how do two groups of people, each with their own ways of working, actually become one team, without losing what made each of them good?
Rather than a single event, we designed a sequence of three engagements over three months, each one building on what the last surfaced:
April - The leadership team. A half-day with the professional services leadership group, built on a design conversation, an anonymous pulse survey and individual strengths profiling.
The work focused on ownership, decision-making confidence and how the team wanted to lead through the next phase of integration.
The team left with 3–5 agreed working commitments and an individual commitment each, followed up in a virtual embedding session.
May — The researchers. A full away day for 40 plus Principal Investigators from both sides of the merger, deliberately seated in mixed groups.
The day moved from strategic direction (where should this department focus its energy over the next three years?) through to practical collaboration: By the close, groups had sketched real cross-unit collaboration projects, each with named partners, named leads, timings and a first step.
June - The whole professional services team. A half-day for around 25 staff across every function, celebrating what the integration had already achieved, surfacing how cross-team collaboration really works day to day, and feeding priorities into planning for the year ahead.
Oct (in planning) - An all department full day, focussing on one department together.
Each session was preceded by a design conversation and followed by a full written report, so themes moved forward rather than evaporating. What the leadership team surfaced in April shaped the questions asked in May and June.
What changed:
- The department left with an agreed set of strategic priorities, built by the whole group rather than handed down
-Teams started working in a strategic, collaborative way rather than in siloes
- Cross-unit collaboration went from an aspiration to a set of sketched projects with named leads and next steps
- The leadership team named the patterns that sustained change had created, and agreed specific, visible commitments to work differently
- Ideas from the sessions were carried directly into departmental planning for the following year, including proposals for keeping cross-team visibility alive between away days.
This is what's possible when you give teams a structured sequence and skilled facilitation through change.
How to start
Usually it starts with a conversation with you or your HR/OD lead.
We talk about:
- What the teams are navigating and what's not working
- What success would look like
- Timeline and scope (single session or programme?)
- Budget and who else needs to be involved
Then I typically meet with the team (or leadership group) to understand their perspective and check fit before we formally commission.
A free conversation, at a time that suits you, to explore what your teams need
Investment & scope
Single Engagements: Culture Reset or Conflict Facilitation (half-day):
Design conversation, research, tailored session, full written report. From £3,500
Suited to teams that need a focused intervention on culture, conflict or alignment in a contained timeframe
Away Day (full-day):
Design conversation, research, tailored day-long session, full written report. From £5,000
Ideal for teams navigating change who need to come together, get clear on direction, and commit to how they'll work differently
Full Team Coaching Programme with Diagnostics:
Design conversations, pulse survey and/or strengths profiling, delivery across 4 - 5 team coaching sessions over 3/4 months (bespoke depending on team complexity), written reports, embedding follow-up. £6,500 to £8,500 per engagement.
For teams managing complex change over several months. Each session builds on the last. Diagnostics give you data on where the team stands; reports surface themes and commitments; follow-up embedding ensures change sticks.
Ongoing Support:
Ongoing Team Coaching (monthly support) £600 per month (typically 1.5-2 hours)
For teams working through sustained change where you want consistent, confidential team thinking and cohesion support over 6-12 months. Each engagement starts with an alignment session to confirm expectations, scope and how we’ll work together. Billed monthly; reviewed at quarter-end to check if the support is landing and to adjust as needed.
Multiple Teams or Bundled Coaching + Facilitation:
If you're supporting several teams or want to combine team-level work with individual leader coaching, we work out a package once we've scoped what's needed.
Expenses charged at cost on top
To discuss what would suit your teams' situation and timeline, let's have a conversation.