Teamentwicklung by Metakomm


As is well known, it is not enough to bring the best experts together and distribute work areas. Successful teamwork arises when the employees grow together in a real team. At the start of working together in a new or partially new team, there are various measures and workshops to get to know and form the team.

The goals of a team building are:

  • Forming a basis for trusting cooperation and group cohesion
  • Getting to know the personalities, skills, strengths and resources of the team members
  • Establishment of internal communication
  • Creation of a strong spirit and a team identity
  • Understand the meaning, situation and goals of the task
  • Create the basis for a feedback, conflict and error culture


The fact that a team is well positioned at the beginning does not guarantee that it will perform well in the long term. If performance and motivation in a team decrease, changes are pending or problems arise, team coaching is helpful to restore stability and performance.

The role of the coach is that of a sparring partner who accompanies and supports the reflection and development process.

At the beginning of a team coaching, a clear goal is defined. First, the goal of the coaching process is determined. The team then determines the criteria and factors against which the successful achievement of goals is measured.

The determination of a goal is often based on an inventory of how the situation in relation to the goal is today and how it should be as desired.

The following is considered:

  • What is working well today?
  • What are our strengths, resources and competencies?
  • Which movements and interactions are conducive to success and which are a hindrance?
  • How is the team taken on from outside? How satisfied are the internal and external customers?
  • Does the team have the necessary resources to optimally fulfill its goals?

In our team coaching, we pay particular attention to including the problem-solving skills of all participants and fully utilizing their potential. This is an important prerequisite so that the new paths are supported by everyone. Autonomy is left where it belongs – in the team.


People who work together often have different views, attitudes and behaviors. When these meet, are communicated in a dysfunctional way and the whole thing mixes with emotions, conflicts arise or become entrenched. This is ubiquitous and often unavoidable. We all “tick” differently.

Conflicts sap our strength, tie up a lot of our energy and weaken our ability to perform.

We support you professionally in clarifying conflicts, finding conflict solutions, developing a more productive way of dealing with conflicts and preventing further conflicts from arising.

In order to prevent conflicts, we work with individual clients and teams on:

  • The strengthening of an open and appreciative communication culture
  • Increasing awareness of conflicts
  • Awareness of the need to intervene quickly
  • Increasing conflict resolution skills in the team
  • The development of an open conflict culture
  • The establishment of a feedback culture
  • Clarity about tasks, roles, quality requirements and goals in the team
  • Knowing what conflicts are and how they can escalate

and in conflict situations we support our clients by:

  • Constructive conflict resolution
  • Conflict moderation
  • Meditation
  • Team workshops
  • Conflict coaching

Virtual and hybrid Teams

As a virtual team, we refer to a team of people who work from different locations and communicate with each other virtually.

By a hybrid team we mean a team in which there is the possibility of working together both in an office in presence and at certain times from remote locations.

The criteria for successful collaboration in teams are basically the same in face-to-face and virtual collaboration:

  • Psychological security – Every team member feels that they are in good hands with the team.
  • Reliability – All team members are diligent in meeting the team’s goals and objectives and taking responsibility.
  • Structure and Clarity – Roles, tasks and responsibilities are clear to everyone.
  • Significance – Team members are aware of the effect and influence of their contribution to the teamwork and are seen as relevant.
  • Meaningfulness – All team members recognize the meaning of their work and their results

However, the conditions of cooperation and the type of communication differ in presence and virtually. Individuals work more independently, leadership requires trust and agility. Therefore, virtual and hybrid collaboration requires different regulations, structures and processes.

We support virtual and hybrid teams in setting up, establishing, reviewing and further developing their collaboration with advice, workshops, training and coaching.

Development of agile Teams

Agile teams are self-organized teams that are usually diverse and cross-functional. They work independently, flexibly and creatively and have the opportunity and responsibility to make their own decisions.

Agile working requires a high degree of personal responsibility, the ability to take criticism and the willingness to self-reflect.

In agile teams, everyone is required to constantly review the results and make course changes if necessary. This requires a high degree of self-organization and motivation. An agile mindset provides the basis for agile collaboration.

We work with teams that want to strengthen their agility on the further development of agile skills and the agile mindset and support teams and team leaders in the process.

We support the establishment of agile roles and the development of agile leadership. Agile leadership is understood here as framework design and servant leadership.

We develop agile leadership skills with you.

Team development on a sailing ship

On the sailing ship, all participants usually find themselves in a new or at least unfamiliar situation. Everyone is in a very small space and has to coordinate with each other. Roles and hierarchies become blurred when everyone has the same goal: to set out for new shores. The variety of tasks involved in sailing correspond to the diverse tasks in companies. For example, it is about cooperation, commitment, motivation, perseverance, decisions, resilience (weather), crisis management, good agreements and efficient communication.

The training is accompanied by an experienced skipper who has the responsibility and control over the ship in every situation. After a brief introduction, the participants are quickly able to take matters into their own hands and master a variety of challenges as part of a team. The trainer structures the setting, chooses the exercises, observes, gives feedback and moderates discussions. By choosing the exercises, there is an opportunity to work on specific topics, such as leadership styles, dealing with conflicts, ability to give feedback, delegating, communication difficulties, etc.

Effect: Experience shows that team building on the sailing ship is great fun and gives the team a variety of experiences of success and thus strengthens team cohesion immensely.

The special nature of the type of training also gives the whole thing an incentive character. The team members experience each other in surprising ways and get to know each other from a completely new perspective. Conflicts that often remain unspoken for years are brought to the table in a short space of time. The team experiences while sailing remain in the consciousness as a personal experience more lastingly than conclusions and discussions in meeting rooms.

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