Working with power, derailment, and top teams

In this chapter we look specifically at teams that represent power and ownership in the organisation. These teams invite many expectations and projections from members of the organisation and equally from outside stakeholders. Top teams often feel swayed by circumstance and the need to respond to a very full ‘agenda’, whilst struggling with limited and biased insight into what truly goes on at all organisational levels, and similarly struggling with setting an agenda of its own that is meaningful for the many interested parties around the team. As a result of the expectations and projections which contain fears and hopes for the organisation combined with the influence of power on unity, trust and commitment within the team, it can become quite difficult for top teams to think calmly and then act coherently and meaningfully. This chapter highlights the importance of team coaching for top teams. It focuses on the role of the ‘boardroom team coach’ and how to work with the impact of power and the trappings of power. How can a relational and a reflective presence help to address and review politics, distortions, and overdrive dynamics in top teams?.