We founded Collaborative Coaching after facilitating hundreds of focus groups, interviews, training sessions, and team interventions with thousands of employees and leaders.
Over and over again, we heard and experienced similar themes about human dynamics at work that interfered with collaboration, meaningful interactions, inspiring leadership, or aligned action.
We realized that workplaces could only be as high-functioning as the people who lead them – and collaboration can only be as effective as the human dynamics that drives it.
What distinguishes good from great organizations is their ability to create and maintain collaborative, deliberately developmental cultures where creativity and collective intelligence prosper.
We founded Collaborative Coaching in 2009 with a focus on getting the human aspects of these challenges right.
With over 15 years of global work experience each, Yael Sivi and Yosh Beier have seen the extraordinary possibilities that arise from authentic and effective leadership and collaboration. We have designed and facilitated team interventions and staff retreats, and have coached leaders from organizations as varied as The United Nations, The Princeton AlumniCorps, The New York Foundation for the Arts, startups, and Fortune 1000 companies.
With backgrounds as organizational development consultants, and natural / social scientists, we understand human and organizational systems – and the challenges to evolve them. Trained as coaches, psychotherapists, and mediators, we respect the strengths, motivations, and conflicts individuals bring to their roles at work.
Our interdisciplinary influences and cross-cultural backgrounds have deeply informed Collaborative Coaching’s approach to leadership and team coaching – enabling the best of both worlds: experience with tried and true managerial and leadership tools, and an eye for generational and collaborative trends as they unfold.
We developed Collaborative Coaching after facilitating hundreds of focus groups, interviews, and training sessions in organizations with thousands of employees and leaders. Over and over we have heard similar themes, across industries and geographies, about human dynamics at work.
To tap the promise of growth and innovation, the human aspects of creating organizational health need to be addressed. Innovation will often require leadership styles characterised by influence rather than power. Talking to more than 1500 CEOs of global organizations, IBM consultants found that these leaders cited creativity and integrity as the top two leadership qualities required to lead in the new economic environment. (Source: IBM’s Global CEO Study 2010) Read more...
How does a group become smarter than its smartest single individual? Over the past few years, evidence-based research has been pointing to key behaviors and attitudes that boost collective intelligence and a team’s ability to manage complex challenges. Few teams will exhibit those “magically” from the start, but most teams can practice and habitualize behaviors that make a difference. Our approach builds on what comes out of MIT’s Center for Collective Intelligence, on IBM’s Global CEO and HR Studies – such as Cultivating organizational creativity in an age of complexity – or on Towers Watson’s Global Workforce Studies.
What is the number one differentiator between managers doing a good job and those doing a great job? Google’s management effectiveness project, mining thousands of performance reviews and other forms of data evaluating managers’ effectiveness could not find a magic bullet. The answer, it turns out, lies in more effective social and emotional skills. Along similar lines, Game Theory and organizational effectiveness studies give us some concrete ideas how to evolve cooperation on teams.