People & coaching

Amazone Exec Team

Coaching your team

Choose a dimension, ask about a real situation, and agree one useful adjustment.

Invite people to discuss only the parts of their CoDynamics they feel comfortable exploring together.

Manager guide

Help your team make the most of its TeamDynamics

Supercharge your impact: As a manager, the greatest leverage comes from improving the effectiveness of your team. Putting your TeamDynamics into practice will help you do just that.

Start with understanding: Make sure everybody on your team knows both their TeamDynamics and which behaviors are more or less natural for them as individuals. Discuss your TeamDynamics as a group and follow up in subsequent team meetings and 1:1s.

Evolve over time: Revisit your TeamDynamics on a regular cadence as things change, like team composition (people joining or departing), team structure (changes in roles and responsibilities) or the organizational context (rapid growth, new company objectives, etc). Reevaluating your TeamDynamics every 6 months is a good starting point, though quarterly and annually also work for some teams.

Lead the charge where you’re uniquely positioned to do so

Make it explicit: Add your TeamDynamics to new hire onboarding documentation/user guides, cross-team project kickoffs, and internal profiles/directories. Communicate your TeamDynamics to external collaborators too, so they know what to expect from your team.

Update your norms: Your team will have great ideas about how to work together better based on your TeamDynamics. Incorporate these insights into your existing norms and processes — like weekly meetings, planning cycles, professional development, and so on — to put your results into practice.

See around corners: Help your team identify when it’s time to deviate from your team’s natural preferences. Acknowledge the change, explain the circumstances, and set clear expectations.

Translate for other teams: Your team likely works with many others; you probably have a decent hypothesis about these other groups’ TeamDynamics (or you can encourage them to take the assessment). Coach your team on what you have observed about how their TeamDynamics likely interact with yours.

Working with individuals’ CoDynamics

This web report shows named participants’ natural fit and potential tension in each dimension. Use the overview to prepare practical support and the coaching guidance to plan a conversation.

CoDynamics describe personal working preferences. Invite each person to choose which experiences and details they want to discuss in a group or one-to-one conversation. Make room for sharing without requiring it.

Help all CoDynamics be successful. Just as there is no such thing as a better set of TeamDynamics, individuals can be successful regardless of how naturally their preferences align with their TeamDynamics. The key is knowing how to support them (you’ll find more detailed coaching recommendations tailored for your TeamDynamics in this Manager Report):

Where individuals are natural fits, coach them to look out for scenarios where the team’s natural TeamDynamics might not be most applicable and they should flex their behaviors.

Where individuals are in tension, watch for and create opportunities where their natural preferences would make them uniquely suited to succeed. Encourage them to step up and shine.

Executing

Your team’s approach: Spontaneous

Natural fit

7 team members

Jeff B., Alex R., Jordan M., Morgan L., Riley C., Sam K., Avery P.

What to ask

Where would a missed handoff or delay have a serious consequence?

What to try

Choose that part of the work and agree a clearer plan, owner and handoff date.

Suggested talking points

Use these words to start a conversation with this group.

Help the more deliberate members of the team identify and prioritize the areas where they most need clarity from a planning and ongoing execution perspective. Then help them work with the rest of the team to get that clarity.

When tackling an effort where the consequences of an unexpected outcome (or delay) would be significant, push your team (and yourself) to set aside the natural instinct for lightweight, reactive plans in favor of creating and maintaining a more detailed blueprint for execution.

Potential tension

2 team members

Taylor S., Casey N.

What to ask

Where do you most need a firmer commitment or clearer handoff?

What to try

Agree a small plan for the costly dependency and leave room to adapt the rest of the work.

Suggested talking points

Use these words to start a conversation with this group.

Identify and prioritize the most important areas where you need clarity from a planning and ongoing execution perspective. Ask your team to provide that clarity in those places, but trust their more organic tendencies in other areas.

The team’s natural tendency for lightweight, reactive plans works less well when the consequences of an unexpected outcome (or delay) would be significant. In these moments, we can benefit from your ability to build and maintain detailed blueprints for execution.

Turn the example into your result

Give your team a clearer way to work.

Add the exact roster once. Every participant gets secure access, private CoDynamics guidance, and a shared path from insight to action.

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