Holgate · Systemic team coaching
For leaders whose team is capable individually but stuck collectively. Diagnostic-led. Outcomes defined up front, measured as we go.
Training and accreditation
Peter Hawkins systemic team coaching · ICF accredited · John Maxwell Team certifiedWhat we believe
A high-performing team is not the same as a high-value-creating team. Most leaders still confuse the two.
Conflict, often, isn't the problem. Unspoken conflict usually is. Teams need to learn how to disagree in ways that move the work forward.
If you can't define the measure of impact up front, you're not doing consulting. You're doing theatre.
Three ways to start with Holgate
Start here · Team diagnostic
An honest read on how your leadership team is actually working. Anonymous team responses, a 21-page report, and a 60-minute debrief with you. $800 per team. Standalone, or the entry point to a deeper engagement.
See the Alignment Read → View a sample report →Primary practice
For leadership teams that want to stop operating as a group of individuals. Diagnostic-led. A structured three to six month engagement built on the five disciplines of systemic team coaching.
See team coaching →Parallel offer
For senior leaders (Director, Head of, GM, executive) who want a structure that holds them to their own standard. Six sessions over twelve weeks.
See 1:1 coaching →How an engagement starts
A twenty-minute call to talk through your team, the Alignment Read for the honest picture, then a three-to-six month team coaching engagement if the read calls for it. Outcomes defined up front, measured as we go.
Selected work
Decisions now made in the room and held afterwards.
A leadership team that avoided disagreement in the moment, with decisions unravelling in corridor conversations afterwards. Built shared conflict norms.
Moved from parallel effort to genuine alignment.
A leadership team busy but pulling in different directions, with ownership of priorities implicit rather than agreed. Clarified the mandate, translated it into explicit priorities and ownership.
Partners moved from blockers to collaborators.
A leadership team treating cross-functional stakeholders as demands to manage, not partners to co-create with. Mapped what partners actually needed versus what they'd asked for, redesigned the engagement.
Selected engagements, de-identified for confidentiality.
A twenty-minute exploratory conversation. If we're the right fit, we'll keep going. If we aren't, we'll say so.
