Team coaching is a co-creative partnership, where the intention is to connect you to your team’s intrinsic creativity and wisdom.

It is a sustained process, not an event. We explore your experience of working together as a team.

Training transfers knowledge. OD works at a structural and organisational level (see Organisations for more on that).

Team coaching works with the living system of your team - the relational dynamics, the patterns, the behaviours - over time, with enough depth to actually shift things.

Most one-off interventions produce insight that evaporates once you're back in the building. Coaching builds trust and a "forever system" you can continue using long after the coaching process is complete.

A useful starting question: is the friction mostly inside the individual, or mostly between people?

The friction is mostly inside the individual, then individual coaching is a good place to start:

• Role transition or identity shift

• Loss of direction, motivation, or meaning

• A pattern you keep hitting across different contexts

• Burnout, disillusionment, or a quiet sense of losing yourself

• A decision you can't make

• Something you know but can't yet act on

The friction lives between you points to team coaching:

• Decisions made in the room don't hold outside it

• Side conversations carry more truth than the official ones

• Tension that recirculates without resolving

• A voice (or several) that's gone quiet

• New members destabilising what felt stable

• Feedback that doesn't happen - or only happens unskillfully

• The team performing cohesion rather than having it

Sometimes the work requires both levels in parallel.

A leadership team in transition will often surface individual edges that need separate attention alongside the collective work. That's not a problem - it's the work being honest about its own scope.

See next question for why I can’t coach both individual leaders and the team at the same time.

Because those are events. This is a process. Most interventions work at the level of behaviour or strategy - which is why the change doesn't hold once you're back in the room.

This work goes to the cultural and relational root. It asks different questions, stays with discomfort longer, and builds something that travels back into the room with you - trust.

I work with teams through the lens of ORSC: organization and relationship systems coaching, regenerative leadership, and depth psychology.

In practice, that means working at multiple levels simultaneously: the visible dynamics in the room, the patterns beneath the surface, and the cultural field of the team.

I don't separate the tool from philosophy - how I work is inseparable from what I believe about how teams function as living systems.

I won't promise you safety - because no one honestly can. Safety is embodied and personal. Our bodies read situations based on their own accumulated experience, and that's not something I can guarantee.

What I can tell you is what I bring. I work actively with anti-racism and decolonisation. I'm a white, Slovenian woman working from Slavic earth-based and animist roots. I don't claim neutrality.

I claim rigour, ongoing unlearning, and a serious commitment to not causing harm.

If you identify as LGBTQ+, Black, Indigenous, a person of colour, disabled, neurodivergent, or hold any identity that has been systemically marginalised - your experience is not a side note. It's often where the most important information lives.

Working in groups means working with the full complexity of what people carry into the room. I have a clear conflict and harm protocol [link] that applies to harm between team members, and between the team and me. If something goes wrong, there is a pathway - within the team and within our working relationship.

If you have access needs or anything that would help you participate more fully, please tell me.

That depends. You cannot change people - or teams - against their will. It is crucial that everyone who will be involved in this has consented to the work.

This work cannot be done TO a team - it has to be chosen by them.

If participation is mandatory or driven by a box-ticking agenda, the conditions for real work aren't there.

Every member needs to be willing to show up honestly. That's the baseline that enable the coaching. I usually spend some time in the beginning of the process getting consent from the team before we begin, so I am happy to talk this through.

That's often exactly where this work begins. Conflict and broken trust are not signs that your team is beyond help - they're signals that something is asking to be named and worked with.

I work with conflict as an intelligent expression of a hidden need, and I'm trained to work directly with difficult dynamics, including facilitating conversations that haven't been possible to have before.

Before we begin, we establish a relational agreement and a clear conflict and harm protocol so everyone knows how difficulty will be handled.

Relational rupture is possible in any honest process. I take it very seriously. We establish a relational agreement at the outset that includes a clear pathway for naming and working through difficulty - including harm.

If something doesn't feel right, there is a way to raise it both in the team and within our working relationship. Read more about my Harm protocol.

In short, no. If I'm holding space for you individually, I can't also hold the team system neutrally. The two roles create a conflict of interest that would compromise both processes. Your team deserves a coach who isn't carrying the weight of your private work, and you deserve a space that's fully yours.

If both feel needed - and they often are - I have trusted colleagues I can refer you to. We can talk through what makes sense in the initial call.

I see performance as a side effect rather than a goal. A high performing team is a consequence of trust, of honest conversations, of a culture that can withstand friction without fracturing.

I understand why organisations come asking for it. We've built systems that reward yield, measure productivity, and report on KPIs. But they don't necessarily lead to sustained high performance. Because often, results come at the expense of the relationships and the wellbeing that make sustained results possible. That's the contradiction which we actively address in the process.

What I've seen consistently: when a team can disagree without it becoming a threat, when tension is information rather than danger, when truth can be said out loud and the relationship is strengthened rather than damaged by it - that's when performance follows. It's a natural expression of a system that is genuinely healthy, not a stand-alone goal.

The currency of high-performing teams is trust and that is the foundation for everything else. So that's where we start.

If you're looking for someone to optimise your team's output, this work probably isn't the right fit for you. But if you're willing to go to the layer that makes it all possible, let's talk.

This question is worth paying attention to. It says something about the power you ascribe to me - when it is really yours to hold.

The results belong to you, not me. Team coaching doesn't work like consulting, where someone comes in with deliverables and drives them through. I work with your agenda, not mine. What actually shifts depends on how willing the team is to be honest about what's really happening, to do the uncomfortable work, and to hold each other to it between sessions.

What I see when teams show up that way: they stop performing cohesion and start building it. Decisions made in the room hold outside it. Feedback becomes possible. New members are integrated rather than destabilising. The work that actually matters - direction, culture, vision - gets space again. The results usually follow that.

A useful distinction: consulting works on the system. Coaching works with the people and relationships inside it.

If you need a structural diagnosis, a new process, operating model, or clear recommendations to implement - that's organisational development. If the structure is broadly sound but the people inside it are stuck - in patterns, in distrust, in a culture that no longer fits the work - that's where coaching lives.

Often, teams arrive thinking they have a strategy problem when they actually have a culture problem. Part of what we do in the initial conversation is get honest about which it is - so you're not spending time and money in the wrong room.

Read more about my organisational offerings.

That depends on the scope and length of the engagement and the size of the team. But any serious team engagement would start from 100.000 DKK + VAT upwards for 6 months.

My fees reflect what it costs to do this kind of work well. If you're comparing it to a weekend workshop or a business course, this isn't that. This is a sustained, relational process with real depth. What you get are not a few hacks, but a forever system that you can keep using well after the coaching process is complete.

The best way to start is to have an initial conversation where we talk things through and we can co-shape a proposal that fits your budget. Please note that I will expect you to bring a budget - I don't shape any proposals without one.

For teams bigger than 8 people, I will bring in a co-coach to ensure the high quality of the work.