Team Coaching CASE STUDY


A boutique architectural firm founded by four friends had succeeded in taking their firm from a few initial clients to working with a much broader portfolio of clients. With this success came additional workload pressures and the need to distribute and agree not only client activity but company administration and business development. As a result of their rapid growth, a number of misunderstandings and false assumptions arose amongst the friends who became locked into roles that were not openly discussed, agreed or necessarily ideal. This led to the emergence of conflict and unspoken resentments leading to the ultimate questioning of commitment towards the boutique firm.


  • Establish an agreed direction and purpose for the firm
  • Establish clarity amongst the team about working practices, roles and responsibilities
  • Breakdown the misunderstanding and assumptions and help heal resentments
  • Regenerate the positive atmosphere and commitment towards the firm that previously existed at the time of start up
  • Bring the ‘fun’ of the venture back into being


As this was a small team, Growing Edge developed a one-day workshop using a team coaching approach. Team coaching is a process that is emergent—responding to the team in the moment rather than a series of prescribed steps— to help the team build longer‐term skills and capacity to manage new challenges from their own resources.

In advance of the one-day workshop, each team member gained personal insight from a Lumina Spark Portrait and individual debrief. This enabled them to more fully understand their preferences and communication needs and styles.

The workshop itself utilised Lumina Spark’s Team Portrait to highlight the collective strengths of the team and the associated weaknesses. The outcome of this activity was that the team understood each other’s preferences and styles which began to reduce assumptions they each held, breaking down barriers to understanding.

At the outset it was recognised that there would be challenging disclosures and emotionally charged conversations. These took place in a very supportive and ‘held’ way, so much so that the team was able to unburden itself of misunderstanding and unspoken resentments.


The team went through an emotional roller coaster leading to a more cohesive and personally engaged group of friends. The humour, whilst not too far away, returned with agreements to support one another, alongside a dedication to identify unhelpful practices, in a light-hearted way.

Clarity of purpose and direction as a team was gained

Misunderstandings and resentments were on the road to repair

Recognition of differences and ways of working were established

At the event it was agreed that the team would undertake a follow up workshop with the explicit objective of reviewing how they were working together. At the time of the initial workshop they were awaiting the result of a major Request for Proposal (RFP). They wanted to review how they worked together, if successful, on delivering what would be a critical project.


Six months later a follow up workshop was held where the team reviewed their previous commitments and the success of the RFP. The team discussed the project using a GROW debrief process: The Goal, the Reality, the Options that they could put in place to work together even more effectively and the Way forward – agreeing to the actions they will take.

A further coaching process then took place, which ended with the team truly appreciating one another’s contribution and difference.


The team became generative in its working approach, able to review and learn from its working practices. Feedback that would have previously been viewed as criticism was welcomed and self disclosure was shared in a safe team atmosphere.


“This was a great opportunity to reflect on my experience as a facilitator, learn new structures and techniques and practice applying them.”
Jeremy Stunt – Training Facilitator – LIMBIC Human Capital

“Good and useful training for running workshops, meetings or even coaching.”
Priscilla Chan,Senior Regional Manager – BASF East Asia Regional Headquarters Ltd

Contact us to discuss how we can improve your feedback mechanisms and development programmes.

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