Observation as a catalyst for transformation: a guide for coaches & team leaders
In this blog, we take a deeper dive into the art and power of observation. How do the best leaders and team coaches distinguish themselves by sharing authentic observations? Discover three lenses for observing during a conversation and learn how to uncover invisible patterns through a real team coaching case. Are you ready to take your team to the next level?
Tom Versée
Experienced coaches know that observation is a crucial skill for guiding teams toward sustainable shifts. The ability to observe accurately and notice subtle signals opens the door to a deeper understanding of both individuals and teams. As a coach, this allows you to uncover invisible patterns and translate them into actionable insights.
Discover in this blog:
- 3 levels of observation in a conversation
- Do you dare to share your observations?
- The power of observation in team coaching
3 Levels of Observation in a Conversation
Observation is a powerful and essential competency for coaches who want to make a real difference. It not only enables you to uncover unproductive patterns but also helps you reach the core of an issue more quickly.
By being fully present in the conversation, you can build on your observations. You are better able to guide the dialogue and introduce new perspectives through observation. In short, as a coach, you see the person behind the employee — and how that person fits within the larger system.
You do this by observing on three levels:
1) What do you observe in the client?
During a conversation, you can observe far more than what is being said. Much can be learned from non-verbal signals and the way something is communicated — such as tone, volume, and pace.
By engaging all your senses, you notice more subtle cues. Sometimes you detect small signals in facial color, breathing patterns, gestures, muscle tension, or the level of eye contact. You can then introduce these observations as hypotheses to explore, confirm, or challenge together with the client.
2) What do you observe in yourself during the collaboration with the client?
You can also observe a great deal within yourself. What do you think, feel, and do throughout the conversation? Which natural tendencies or emotions arise? By observing yourself from a meta-perspective, you can ask: Do these thoughts, feelings, or actions serve the conversation — or not?
3) What do you observe in the interaction between you?
Finally, there is the observation of the interaction itself. How do you influence each other? What dynamics emerge? And do these dynamics support the conversation or hinder it?
For example, if you repeatedly fall back into automatic behavioral patterns, it may be helpful to consider a different approach.
Do you dare to share your observations?
Do you dare to bring your internal dialogue outward? Or do you doubt its added value and prefer to keep it to yourself? Perhaps a missed opportunity. What would it be like to share the impressions you receive and allow the client to decide whether they add value or not? Even if it sometimes seems unclear or insignificant, chances are it may still hold meaning for the client.
This relates to two key competencies of a professional coach: “being fully present” and “being comfortable not knowing.” Both play an important role in observation as well as in introducing observations as hypotheses.
The power of observation in team coaching
In recent weeks, I have repeatedly applied Kantor’s roles during team coaching sessions. Each time, it led to a major breakthrough. Patterns in which teams had been stuck for a long time suddenly became visible — and therefore workable.
Case: naming and exploring observations
While working with a team of doctors, one person shared that she had stepped down from her role as department head because she felt that none of her ideas ever gained traction. She had spent a long time trying to energize the team, sometimes pushing ideas forward, but they always faded away quietly.
After explaining Kantor’s framework, I asked her to choose an object that symbolized one of her ideas. She selected a small box and held it in her hands. I then asked who recognized themselves in the role of follower and invited them to stand next to her. She lit up when this happened — yet suddenly felt very alone when only two of the twelve team members joined her.
Next, I asked who identified with the role of challenger to stand opposite the leader holding the idea. They positioned themselves directly across from her, and the followers instinctively stepped back.
At that moment, she felt completely discouraged. There she stood, holding her box, facing seven people with highly critical expressions. Meanwhile, the observers remained at the sidelines, and all the energy seemed to disappear. She later shared that this was the hardest part — people who did not participate and did not explain why, but simply watched.
Facing this dynamic together became a true game changer. Especially when someone stepped into the leader’s position and personally experienced what it felt like to face such a large critical mass.
We then explored both the constructive and destructive expressions of the four roles. Everyone reflected on their own contribution. One participant remarked: “I would love to be a fly on the wall during the next meeting when a new idea is introduced…”
