Team Coaching

  • “How do we make the most of the team?”
  • “What are underlying patterns in the team?”
  • “How is mutual fun enhanced?”
  • “How do we ensure the team comes along in change?”


Teamcoaching looks at insight in the dynamics within the team and thus about working together in an optimal way. Therefore more room for fun in cooperation and focus on result and effect occurs. The team development programmes offer the opportunity to set out with diverse topics.

By teamcoaching AC&T supports teams in their development process by affecting the mutual and environmental interaction. The goal is to make the team as a whole operate better.

AC&T enters into underlying psychological mechanisms to get a clear picture of functional and dysfunctional team behaviour. The start is the how and why. Subsequent an atmosphere and context of trust is created so answers will come from the team itself through action and contemplation. In that sense curiosity, amazement, surprise, interest and empathy take a central role in this team approach.

Our principles

  • Autonomy of team members
  • Potential is central
  • Concious coping with limiting beliefs
  • Learning by doing and contemplation
  • Learning in work context

Result teamcoaching

  • The team recognizes and acknowledges underlying patterns
  • The attributes of each individual team member are comprehensible and are deployed effectively in the team
  • More effective collaboration and communication
  • More convivial and fun to work together
  • Decisions are made with conviction
  • Work is done more result-oriented

Approach teamcoaching

Team development asks for customization. The interventions put forward by AC&T are tailored to the phase in which team and organization find themselves in and the needs of both.

Mostly work is conducted in four phases: from diagnosis (analysis) through awareness (insight in self and others) to development (creating bond and focus) and maintenance (holding on to gained insights). This usually starts with 360 degrees of feedback and matching individual conversations with employees. The definitive programme is completed partly from these.

The team-specific situation and goals ultimately determine the length, approach and use of methods and tools. Central is experiential learning: doing, reflecting thereon and connecting this to set goals, always interactive, based on what is going on in the present. Thereby employees achieve awareness of their behaviour and develop alternative behaviour. They experience the yield.