Seeing Success Through Systemic Coaching: A Multi-Lens Approach to Team Integration

Clear vision is vital. Just as the human eye sends images to the brain to help us navigate daily life, so too must we, as leaders and coaches, develop a clear vision and understanding of the systems we work within. We risk confusion, misalignment, and missed opportunities when we overlook obstructions or miss subtle cues.

In business, especially in complex mergers and acquisitions, seeing the full picture becomes even more essential. Systemic team coaching, through multiple lenses, can be transformative for teams navigating such change. I’ve found Peter Hawkins’ Six Lenses Model of Systemic Team Coaching, created with the Academy of Executive Coaching, invaluable in helping clients understand their team’s challenges from varied perspectives. A recent experience with this model highlights the power of systemic coaching in action.

Case Study: Integrating Teams Post-Acquisition

?Recently, I was asked to coach the managing director (MD) of a successful business acquired by a larger public company. While the Group Board saw great potential in the acquisition, integration issues soon emerged. The Group COO’s brief to me was clear: help the MD align his team with the group, make sure he gets his team up to speed with the new reporting processes, ?encourage him to identify and develop cross-group commercial opportunities, and help him maintain his enthusiasm to pursue future leadership opportunities within the Group.

Upon meeting the MD, it became apparent that the issues were more complex than they appeared. His relationship with the COO was tense, and challenges around team integration, management processes, reporting lines, and job security were delaying progress. Both leaders were steadfast, defending the interests of their respective teams. As I listened, it became clear that these difficulties contributed significantly to the group's turbulence in the post-acquisition atmosphere.

Shifting to a Systemic Perspective

The one-to-one coaching contract, as it was agreed, was not going anywhere. ?It seemed important to pay attention to the needs of all the stakeholders in the system rather than simply hearing about the next problem from the same person. More people needed to be involved. The decision to move from a one-to-one coaching approach to a more inclusive team approach was essential. Instead of coaching only the MD, I suggested a more inclusive engagement bringing all relevant voices into the room, including members from both teams. This shift was intended to foster understanding across both sides and encourage working together to identify underlying challenges.

To prepare, we conducted a 360 review with the MD’s team and cross-group colleagues.

Creating Alignment Through a Joint Session

We then organised a team-building session with both teams present. Initial friction quickly surfaced, with frustrations driven by fear, a lack of communication, and unfamiliarity with group processes. However, as the session progressed, we worked through these issues using workshops and exercises to help team members better understand one another and share responsibility for building a more cohesive approach.

Some key challenges became evident:

• Assumptions and Poor Communication:?The group had assumed compliance without adequately explaining processes. The acquired firm’s team felt that their original processes were superior and were resistant to change.
• Misaligned Expectations:?Reporting expectations and cross-selling opportunities had never been fully clarified, leading to a sense of uncertainty and frustration on both sides.
• No future: Some of the leaders in the acquired company had resigned themselves to having no future within the group and were waiting for news of their departure.

Gradually, the session shifted from tactical to strategic discussions, focusing on shared objectives. The session helped uncover that the two teams could collaborate effectively with a clear, unified purpose.

?Building Towards a Shared Purpose

As a result, we organised a follow-up meeting with the Group Board and senior management to define a shared vision. Together, they discussed the future direction, outlined longer-term aspirations, and clarified the roles each team member would play in reaching those goals. What began as a coaching assignment for an individual executive evolved into a strategic intervention that brought greater clarity, alignment, and commitment across the organization.

?Key Takeaways: Why Systemic Coaching Works

?A systemic approach to coaching offers distinct benefits, especially during complex transitions:

1. Enhanced Team Dynamics:?Systemic coaching strengthens communication, collaboration, shared leadership and trust among team members.
2. Alignment with Organizational Goals:?Teams align their efforts with the organization’s broader goals, ensuring everyone works towards the same objectives.
3. Collective Problem-Solving:?Teams develop a shared understanding of challenges, enabling them to find solutions together and leverage diverse perspectives.
4. Improved Performance:?Systemic coaching boosts productivity, customer satisfaction, and overall performance.
5. Clarity and Purpose:?Teams gain a clearer understanding of their roles, expectations, and shared objectives, helping them set and achieve common goals.

?What Does Systemic Coaching Mean to You?

How have you seen systemic coaching transform team dynamics, or what role could it play in your organization? Share your thoughts, and let’s explore the power of coaching together.

If you would like moe information you can connect with me on Linked In , contact me at [email protected] or schedule a 30-minute conversation via Calendly

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