Professional Teamcoaching

Do you want to improve cooperation and team spirit in your team?

Do you want to optimise the diversity and talents of all your team members?

Are you and your team in a transition, and are you asking yourself what the next well-considered steps are?

Would you like to reinforce your personal leadership?

As an experienced team coach, I provide insights and exercises that free your team to work together more enjoyably and effectively. In my team coaching sessions, we make space for strength and vulnerability and real connection, so that inspiration, team spirit and optimum team results are truly activated.

For who?

Team coaching sessions that I organise can be for 2 to 60 participants. For departments, management teams, Board teams, project teams, or starting teams.

My vision of team coaching with impact

My vision is that team building processes work best when all team members are involved and motivated to actually change. A pitfall is that team members can be too involved with primarily theoretical knowledge and models, which means that they don’t really have to commit themselves. I have experienced that team coaching works if there are several moments when the team comes together, and members consciously study their attitudes and behaviour while at work and in private life. This is why I frequently propose a four-phase approach in which we examine whether it is useful to continue the process after every phase:

  1. Inventory
  2. Kick-off
  3. Team coaching session and optional on-the-job-team coaching sessions
  4. Evaluation and follow-up

1. Inventory

Interviews are conducted with relevant managers and several team members in order to get the best possible impression of existing wishes and potential obstructions.

During the interviews we list which areas need extra attention in the team coaching sessions according to the Team Empowerment model™ (Thoolen). The interviews are face-to-face and last approximately 60 minutes. The information obtained in the preparation phase is also input for the creation of a phased plan for the kick-off meeting and a programme and exercises for one or more team coaching sessions. Naturally, all interviews are confidential.


  1. Positioning the team in the market environment
  2. Mission, vision, goals and strategy of the team
  3. Manager’s role
  4. Functional division of roles
  5. Team role distribution
  6. Team processes
  7. Team spirit

To get to know more about the context and history of the team we would like, if possible, to receive written material If available, such as the year plan with a detailed vision and strategy, the previously formulated rules of behaviour, the current/desired job profiles, information on consultation structures, possibly an organisation chart and other useful documents.

2. Kick-off

A kick-off meeting is then held that is attended by all team members. The findings of the inventory phase are shared anonymously, and all team members are actively involved in the discussion on what is desirable in order to achieve the goals of this process. This means that beside a short presentation, team members are (inter)actively put to work to see what they think is necessary for this, which activates personal responsibility and creates a base of support for the rest of the process.

 3. Team coaching sessions and optional on-the-job team coaching

The results of the kick-off meeting are used to first examine whether it is really useful to continue this process. If not, a recommendation is made on what is needed to achieve the goals. If the answer is positive, the results provide (on the basis of the Team Empowerment Model) input for a programme to be decided later that is sent prior to the team coaching sessions.

The team coaching sessions often last half or an entire day, increasing the chance that all team members are actually present and that all normal work can continue easily. Moreover, it is frequently easier to monitor team development over time using several team coaching days.

In on-the-job team coaching sessions one or more coaches are present during normal meetings, in which time-outs are used to feed observations and suggestions back to the participants. The progress of the collective and individual agreements that were made earlier during the external team coaching sessions is also examined in the interim.

Manager’s role

To increase the chance of a successful process we ask the manager (and several team members if desired) to provide interim input on actual developments in the workplace. The content of the external team coaching sessions is determined on the basis of the inventory phase, the kick-off meeting and the interim evaluation in on-the-job team coaching sessions. Where extra attention will be devoted in the programming and exercises is partly determined on the basis of the Team Empowerment Model created by Thoolen.

Additional team coaching for managers and team members

It is very possible that some team members, including the manager, may have some individual coaching sessions if this actually increases the likelihood of achieving the goals. This will be based on the inventory phase or kick-off meeting or be prompted during the team coaching process. These individual coaching sessions will, in principle, only be provided by Martin Thoolen as senior coach, and will therefore be available during the team coaching process.

4. Evaluation and follow-up

A final meeting is held in which the entire team process and the individual contributions of all team members are evaluated. At the end, a written evaluation is returned to the principal as a free-of-charge anonymous report that functions as quality assurance for the complete team process. There are also discussions on how all team members, including the manager, can best further encourage and secure the positive development, what the pitfalls are and how to handle them. 

Working methods

During the supervision phase the focus will be on the practical situations, coaching and team questions. We often use different perspectives and methods with which we have years of professional experience and expertise as support:

Team building theories

incl. Team Empowerment (© 2018 Hobbelink&Thoolen)

Group dynamics

Feedback exercises

Simulation exercises

Communication and cooperation exercises

Practical cases

Naturally, the choice of methodology is harmonised with the issue and the wishes of the team members. Between the (team) coaching sessions we ask all team members to execute several assignments to enhance the transfer to daily practice.


The half-day (4 hour) rate for preparation per trainer is € 550. The day rate for implementation per trainer is € 850.
In accordance with the wishes and budget of the principal we look for an appropriate solution that is offered in a tender for the entire team process.

Team coach(es)

As a team coach, I have extensive experience in the supervision of teams and groups. For example, I gave courses in Group Dynamics at Utrecht University for 4 years. I also organised different indoor and outdoor team building courses for various organisations for 8 years at Boertien&Partners and 20 years at Circumference. I include several client reviews below.
For groups larger than 10 team members I often call in an experienced co-trainer from my network. It is also possible to cooperate with co-trainers in the organisation.

Experiences of principals with me as co-team coach


Martin is a very positive, inspiring, passionate trainer. Credible, chooses his words carefully, is professional and ensures that the training is effective.
Happy that this went ahead. I also experienced this process as positive.


Very positive, openness was achieved quickly.
Supervision with integrity and respect.


Connection with practice, went straight to the core.
Received tips on an independent approach to team development.
The pre-set goals were clearly achieved.
Result is clearly noticeable.


Unbelievable how quickly we got to the heart of the matter.
Good structure and Output! Real concrete agreements and changes.
I and we have changed into a communal feeling.
Actually leads to new contacts and cooperation.
Space for personal contributions, open and honest, informal, fun, practice-oriented and constructive.


“I have experienced these teamcoachings as very positive. I find Martin truly a good coach who really senses well of what's going on in our team. Thank you so much for this!"


"You have to this. I’ve got to known myself and the group much better. Thanks Martin! We’ve grown towards each other. We’ll be back."



You can always call or e-mail me with questions at:

I will reply as quickly as possible.