Most of the coaching takes place while supervising operational meetings. This entails coaching a team during their weekly or monthly meetings. It is within this context of collective work that the coach intervenes to help a client team to grow both in its "self-management" and its operational goals.

This is how the team members will work to cultivate and manage their interpersonal diversity, to combine their success strategies and focus their creativity on immediately applicable solutions. In addition, the team explores, enriches and redefines its processes and collective procedures and develops performing collective decision-making and implementation processes.

A particular focus will be given on developing the interfaces between the business activities and tasks of team members and their environment.

During the coaching sessions, the team members will have the opportunity to explore different roles that are essential for developing the collective intelligence of the team, such as the meeting facilitator, "the time pacer", etc. Thus, in this indirect and practical way, the meeting process also becomes a training and management development process. As the team members take part in these meetings, they not only ensure that they are carried out effectively, but they grow and develop in their role as managers and leaders. This learning is useful in all situations where they have to have to endorse either a leadership role or one as a team member.

Coaching seminars can be planned to reinforce the operational supervision meetings. During one to three days off site, (though sometimes residential), the team will be almost constantly coached. The advantage of this approach lies in the fact that since the coaching work takes place over several consecutive days there is a concentration effect. Unlike seminars where an external consultant is in a position of a transfer of skills or knowledge, a coaching workshop aims to ensure that the evolution process, content and actions of the workshop be incrementally totally managed, organized and led by the team itself.

Regular updates or reviews can be carried out with the team and/or its leader during the mission to measure the achieved results and implement necessary corrective actions

It is possible that different members of the client team, or even the leader may voice the need for individual coaching to increase their personal contribution to the team. Depending on the situation and the context, the BRAIN BOOSTER coach will suggest different options.

He/she can accept an individual coaching while remaining the team coach. He/she may also suggest other BRAIN BOOSTER coaches. Thus the team coach keeps his/her role as “team coach” and avoids all ambiguity as to his role and position.