TEAM COACHING
Effectiveness emerges
from real collaboration
From working alongside each other
to truly working together
When teams get stuck in day-to-day operations, conflicts arise, energy drops, or priorities constantly diverge, teams often know what should be done – and yet nothing changes.
Why? Because everyone waits for someone else to start, or daily business prevents implementation. Backlogs grow, frustration increases, and energy declines.
The solution is rarely obvious. It lies deeper – in patterns, mindsets, and communication logic.
This is exactly where team coaching begins: I create spaces where teams experience how collaboration really works. Not in theory. But here and now, in real interaction.
This builds the ability to resolve conflicts constructively, define priorities together, strengthen trust, and increase speed – without energy loss or political games.
Empathy and appreciation must be genuinely tangible in everyday work. This requires not only new skills, but above all a different mindset – and the willingness to further develop one’s understanding of leadership and actively step into the role.
When does team coaching become necessary?
When collaboration becomes difficult, tensions rise, or everyone optimizes their own tasks without shared priorities, energy is consumed instead of created.
Team coaching is useful when teams could perform well but are internally blocked: misunderstandings, old conflict dynamics, political games, lack of clarity, unspoken expectations, or hidden injuries.
Most teams do not have a knowledge problem.
They have a relationship and self-leadership problem.
Our approach: teamwork that truly works
Our workshops create a trusted platform to align leadership teams or managers together with their teams as a strong unit.
The goal is a culture that works not only with each other, but for each other – and thus becomes a role model for the entire organization.
We focus on the future: developing solutions, pooling strengths, and actively shaping realignment. At the same time, teams learn to see conflicts as a natural part of their culture and to resolve them constructively and fairly.
In parallel, we clarify content-related and process topics that bring calm and clarity into the team.
A culture survey supports this by making current and desired values and behaviors visible and using them as a springboard for joint development.
This means:
- We create psychological safety so honest dialogue becomes possible.
- We foster ownership as the key to sustainable change.
- We surface clarity: challenges, patterns, dynamics.
- We focus on effectiveness – today and in the future, instead of old dramas.
- We demonstrate live how good conflict resolution, dialogue, and decision logic work.
Teams can transfer this behavior directly into everyday practice.
Team coaching is not a consumption format.
It only works when both the team and the leader take responsibility.
How we work: the 5-step process
1
Context & goal clarification
What is the real issue behind the issue?
2
Creating psychological safety
Everyone can speak openly – without fear.
3
Sorting
perceptions
We bring to the table the patterns no one sees anymore.
4
Making joint decisions
Real commitment instead of political compromises.
5
Transfer into everyday work
Clear agreements that work and can be measured.
How do you recognize progress?
Teams communicate more directly. Decisions become clearer and faster. Priorities suddenly align.
And conflicts are no longer swept under the rug, but used as catalysts for better collaboration.
Teams begin to take ownership instead of remaining in consumer mode. This creates speed, relief, and real effectiveness.
Who is behind this?
I am Beate Junginger, founder and CEO of aergon. I support leaders, teams, and organizations in consciously shaping change – with clarity, integrity, and heart.
I am passionate about connecting people with their true nature, their talents, and their collective strengths – so that meaning and trust can grow into sustainable success.
Frequently asked questions
What is the difference between team coaching and team building?
Team coaching goes deeper: it works on concrete topics, patterns, and challenges within the team – both on a factual and relational level.
Classic team activities such as rafting may be optional additional elements for the evening or pre-event, but they are not the core.
What are typical reasons for team coaching?
- Tensions or conflicts within the team
- Unclear roles or responsibilities
- A new leader or new team composition
- Strategic shifts or reorganization
- The desire for better collaboration and communication
How does team coaching work?
After a preliminary discussion with the leader and individual interviews with all participants, a joint kick-off session with the entire team usually follows.
We then work in topic-focused workshops – depending on need, over several weeks or months.
Is the leader part of the team coaching?
Yes – absolutely. The leader is part of the system and actively participates in the process – not as an observer, but as a co-creator. During the workshops, we temporarily take the role of navigator.
How long does team coaching take?
That depends on the topic and starting situation.
Sometimes one day is sufficient. It can also involve 3–5 workshops over 2–4 months. Many teams establish it as a regular routine, once or twice a year.
What if some team members do not want to participate?
Resistance is normal and often part of the process. We take this very seriously as a symptom. In such cases, clear role clarification and additional support for the leader through coaching are needed before we can start.
Ready for an effective, inspired team?
Start your coaching process with clarity, trust, and shared responsibility – for better results and sustainable collaboration.
Contact form
