Here at the-Coaching Blog-run by Gerard O’Donovan, our aim is to constantly bring value to those seeking to improve their lives. Therefore we have a policy of publishing articles and materials by guest authors whom we value and appreciate. Today’s guest author is Gary R. Gasaway (USA).

Most successful organisations consist of managers that have great coaching abilities. These managers are considered great coaches because they can motivate, inspire, influence, overcome obstacles, transform risks into rewards, vision into realities, and values into actions. In other words, they use teamwork to lead their people to great results. But before teamwork, there is team building. One must come before the other. For successful teamwork, effective team building must take place.

Let me define teamwork verses team building:

Teamwork is the ability of two or more individuals to work together towards a common vision or goal.

Team building is the foundation that creates teamwork through effective communication, trust, encouragement, mutual respect, enthusiasm, flexibility, positive attitude, and recognising the diversity of individual talents required to accomplish peak performance.

In other words, successful coaches know they must build a team before teamwork to achieve. As a coach, your job includes evaluating the different talents and skills of all your team members and then using each person’s unique strengths to the advantage of the entire team. At the same time, you are expected to motivate and inspire team members and help them stay on track toward achieving team goals.

Successful coaches have abilities to produce achievement in others. They keep the team focused while building members’ confidence, commitment, and trust in themselves and each other. By following enhanced coaching techniques, they can become a better leader and simultaneously assist their team members to reach peak performance.

Coaches are paid to achieve results. To accomplish that, they have at their disposal three resources: time, finances, and people. Since time and finances are limited resources, that only leaves people. Each one of the team members offers untapped experience, strengths, and talents. The key is learning how to tap into each resource and make the best use of each resource.

Let me explain each resource and its importance to the coach:


True leadership means getting things done through others. It’s your job to lead your team as a coach. You must depend on your team members to perform. If you try to do too much of the work yourself or if you think only you can do it right, then you’re cheating yourself and your team. Furthermore, the team’s results will suffer because you are spending precious time performing routine tasks that your team members should do.


Your pay is a direct result of how well your team members perform – not specifically what you do. Because your team members actually do the work, they are responsible for the team’s results and ultimately, your pay.  


Your people are the unlimited resource. It’s a fact that you need your team members more than they need you. Your job is to lead. Because your time is limited – you cannot conceivably do everything. You need everyone’s help to achieve the team’s goals. Have faith in your team to reach the goals you set.

Using all three resources effectively will lead you and your team to great results.

To create team building, a great coach encourages collaboration. They understand that members of a team working collaboratively with one another can achieve more than working independently. Working in a team building environment allows for effective communication, resolving conflict, direction, focus, setting unified goals, and structure. Coaches realise that in most cases, the use of teamwork leads to desirable performance improvements such as: peak productivity, effectiveness, and higher quality.

Here are (12) components of team building to transform into successful teamwork:

  1. Listen to the other team members first, then decide how to respond – this builds trust & mutual respect.
  2. Recognise that everyone has an opinion about almost everything – this builds open communication.
  3. Acknowledge differences of opinion – this builds flexibility and support for one another.
  4. Use effective conflict resolution methods – this builds team confidence to overcome obstacles.
  5. Anticipate and adapt to changes – this builds initiative, desire, and a willingness to accept new challenges.
  6. Act and communicate in a positive manner – this builds a positive environment.
  7. When in doubt about anything, seek clarification – this builds complete understanding.
  8. Assumptions are risky; make them only when you have to – this builds commitment to high standards.
  9. Clarify where your responsibility stops and starts, and how it fits with that of other team   members – this builds purpose and clear roles.
  10. Update team members who need to know what you know – this builds a sense of community.
  11. If you have an issue or point of disagreement with a team member, tell them, not others – this builds honesty, integrity, and trust.
  12. Use a strong sense of collective power – this builds synergistic harmony and enthusiasm.


It is clear that true high performing teams are built on a foundation of valued components, including: communication, trust, encouragement, mutual respect, enthusiasm, flexibility, positive attitude, and recognising the diversity of individual talents required to accomplish peak performance.

Think of these same components as ingredients of a recipe.  If one ingredient is missing or if you measure too much or too little of an ingredient, your results will not be successful.  It is with the right combination of these ‘ingredients’ and the correct ‘measurements’ that are the keys to successful results in building teamwork.

If the coach takes the necessary time to get to know and understand all their team members – more importantly, learn what motivates them, they will be well on their way to personal and professional achievement and successfully coaching their team to great results.

About Gary R. Gasaway

Gary R. Gasaway is an author, keynote speaker, trainer, and a certified professional life coach

As a retired manager from Southern California Edison, Gary used his natural talent for coaching and became a “corporate coach.”  He has previously published: The Coach’s Chronicles – A Journey Through Life’s Trials and Triumphs and The Coach’s Chronicles II – It’s Your Story! Start Writing it! Gary’s third book: The Coach’s Chronicles – Everything Matters will be released in the fall of 2017.

Gary has a Bachelor of Science degree in Organisational Management and a Master of Science in Leadership and Management. Gary is the founder and owner of Conflict Coaching Solutions


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