Teaming is the skill to feel so trusted that we challenge and question each other towards the best possible result.
Teaming requires awareness, communication, trust, collaboration and (self) reflection, in a context that offers psychological safety and enables experimenting.
We guide individuals, teams and their context towards results.
The why of Teaming Company
Two decades ago, teams were pretty stable entities. Today’s time however asks for dynamic teams: individuals and core teams who are able to engage in short term collaboration with each other, with experts or other teams to achieve results fast.
This core skill is no longer ‘team building’ but ‘teaming’: simultaneously working on the result ànd creating a context in which it is safe to share knowledge and experience, to innovate and experiment, to challenge and trust each other.
Two prerequisites enable teaming, the one influencing the other:
- individuals, who know their personal needs in collaboration, have the guts to express their needs and are willing to reflect on their personal behaviour and needs;
- a context that is psychologically safe: in which one can experiment, and asking questions, raising ideas and expressing opinions are normal ways of communication, and in which mistakes and failures are treated as lessons.
The Company is a divers party: clients, team leaders and (temporary) team members, and coaches and facilitators who live teaming and it’s conditions daily.
In Teaming Company we are in good company and enjoy challenge and inspiration to develop ourselves and each other, to make the world a better place.
Because that is what we strive for: making the world a better place by optimising the interaction between people. We develop the self-knowledge and self-esteem, interdependence and individuality, communication and teaming skills in a way that the individual can contribute in interaction with others.
In our view each collaboration starts with the individual, just as all beautiful things in the world – and the less beautiful things, which exist as well.
What our clients say
They coached a dysfunctional team into
a very motivated and professional team.
The program enriched people personally and teams became more efficient, leading to a well-functioning organization, excellent project performance and low turnover in general.
I really love to organise similar programs with my new co-workers and again benefit from the intensity of the training and the guidance that Teaming Company has to offer.
Participants will gain more understanding in maximizing team results by co-creation.
Hans and Marieke are direct in their feedback and dive to the core.
The training worked like a flywheel: we got to know each other, created safety, discovered what we stand for and everyone took their responsibility.
Their focus on personal relations and collaboration always brings clarity and coherence to seemingly complex organizational situations and helps us to improve as a team.
The training provided the means to make our teamwork more challenging and rewarding, resulting in maximised achievements and personal growth. It has been great to experience the training and feel the difference daily.
The value of not meeting team agreements
Everyone who has ever worked in a team will have experienced how, during the course of the collaboration, agreed commitments are not met. This results in frustration, diminishing trust and – in the worst case – apathy. It’s something that we also witness during team coaching. Our ultimate conclusion may surprise you: we believe that not meeting team agreements actually benefits the collaboration. This article outlines how. Agreement ownership At the start of a