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Business Team Coaching For leaders who have to run the company as one unit
Business team coaching with Tony DiSilvestro puts your leadership team in the same room to settle who owns what, how decisions move between leaders, and what the team holds itself to. Tony is a keynote speaker, entrepreneur, author, and systems strategist who has built more than 30 businesses and led more than 450 people, and he works directly with companies whose growth has outrun the way their leaders work together.
Every Seat Owns Something. Most Teams Never Say What.
Friction on a leadership team usually starts where two seats both think they own a decision, or neither does. Select a seat on the chart to see what it owns, where it tends to slip, and what team coaching works on for that seat.
Owner or CEO
Where the company is headed, the few decisions only the owner should make, and the standard the leadership team is expected to hold.
Every question still routes back to the owner, so the leaders under that seat wait instead of deciding, and the owner becomes the ceiling on how fast the company moves.
Handing real decisions to the leaders who report to the owner, in an order the team can absorb.
DelegationOperations
How the work actually gets done each day: the handoffs, the checklists, and the systems the rest of the company leans on.
The process lives in a few people's heads. When one of them is out, the leader of this seat spends the week putting out fires instead of fixing the cause.
Agreeing as a team on how work moves from one group to the next, and who answers for it when it stalls.
AccountabilitySales and Marketing
Revenue, and the promise the company makes to customers before anyone else touches the account.
Sales commits to something operations was never told about, and the two leaders learn about the gap from an unhappy customer.
Getting the revenue seat and the delivery seat working from the same priorities before a promise goes out the door.
AlignmentFinance and Admin
Cash, reporting, and the numbers the rest of the leadership team is supposed to decide with.
Reports arrive after decisions are already made, or the other leaders never read them, so the numbers describe the business without steering it.
Making the numbers something every leader on the team reads, understands, and answers for in their own seat.
AccountabilityDepartment Managers
Daily execution inside each team, and the people who do the work.
Managers get one direction from operations and another from sales, then pick whichever leader spoke last. Their people feel the reversal before anyone above them does.
Clearing up who a manager takes direction from, so leadership decisions reach the floor once and in one version.
AlignmentFront Line
The customer experience as it is actually delivered, one interaction at a time.
When leaders do not model the same standard, the front line takes its cues from whoever is loudest on shift, and the culture drifts away from what the owner describes.
A leadership team that shows the same standard in how it acts, so the culture below it has something steady to copy.
CultureFour Things a Leadership Team Has to Settle Together
Group business coaching is different from coaching one leader at a time. Every leader hears the same conversation, and disagreements come out in front of the people they affect instead of in side meetings afterward.
Alignment Across the Leadership Team
Department heads each protect their own area because nobody has agreed on what matters most this quarter. Coaching the team together puts those priorities on the table in front of everyone, so operations, sales, and finance stop pulling the company in three directions and start working from one list.
Delegation Between Leaders on One Team
Delegation is usually discussed as something an owner does to a manager. On a leadership team it also runs sideways, between peers who share customers, people, and budgets. Team coaching works on who hands what to whom across departments, and what each leader needs before taking a decision off a peer's plate.
Accountability That Holds Without the Owner
If the owner is the only person who follows up, accountability ends the day the owner steps back. Team coaching works on standards the leaders hold each other to, so follow-through does not depend on one person's attention. Where review and measurement systems also need rebuilding, performance management consulting covers that side.
A Culture the Team Actually Carries
Culture is set by what leaders tolerate and repeat, far more than by what hangs on the wall. When a leadership team agrees on how it behaves and holds that line with each other, the people below it see one standard instead of several, and that is how culture reaches the front line.
Most Team Problems Are Structural, Not Personal
When roles are unclear, accountability is uneven, and communication breaks under pressure, the easy conclusion is that the wrong people are in the seats. Before changing people, it is worth checking whether the structure around them ever made their roles clear.
Business team coaching fits owners and CEOs with a leadership or management group that has grown faster than its working agreements. It is a strong fit when you recognize the company in more than one of these:
- Decisions wait for the owner even when a leader could make them
- Two leaders both believe they own the same outcome
- Meetings end without anyone clear on who does what next
- New managers learn the job from whoever trained them, not from a shared standard
Where Team Coaching Sits Next to Tony's Other Work
Team coaching works on how leaders operate together. Some companies need a different starting point, or a second piece of work running beside it.
When One Leader Is the Bottleneck
If the constraint is a single owner or executive, start with executive coaching. One-on-one work develops the leader; team coaching develops how the leaders work as a group.
Executive Coaching → 02When the Structure Itself Needs Redesign
Sometimes the chart is the problem: too many people reporting to one leader, or roles that overlap by design. Workforce optimization consulting looks at roles and structure so the team being coached sits in seats that make sense.
Workforce Optimization → 03When Managers Need Skills Training
Workshops build individual leadership skills across a wider group of managers. Team coaching works on your own leadership team, where the real decisions and disagreements happen.
Leadership Training →
4 Steps of Delegation
3 Most Important Words
Two Clips to Watch as a Team
Before a leadership team commits to coaching, it helps to hear how Tony explains an idea. Both clips come from his video library and fit into the start of a team meeting.
Delegation is one of the themes Tony speaks and consults on, and it runs through the team coaching work on this page.
He conveys his messages with authenticity and passion.
Coaching From Someone Who Has Built the Teams Himself
Leading more than 450 people across more than 30 businesses means Tony has had to build leadership teams, not just join them. He still owns the Ynot Italian restaurant group, where managers, kitchen, and front of house have to work from one standard every shift. His home building work earned the 2020 Best Home in the World Award.
That history shapes how he coaches a leadership team. The conversations stay on how the business runs: who decides, who follows up, and which systems let the company grow without the owner holding every piece. His book, The Business Scaling Blueprint, is about avoiding costly mistakes, building strong foundations, and putting the systems in place that drive sustainable growth.
Tony is also a keynote speaker for conferences and company events, so a team that starts with coaching can later bring the same ideas to a wider audience.
Questions About Business Team Coaching
These are the questions owners and CEOs raise most before bringing a leadership team into coaching.
Does the owner take part in team coaching?
Usually, yes. Business team coaching works on how the leaders operate together, and in most companies the owner or CEO is one of the seats where decisions stall. Leaving the owner out tends to leave the biggest handoff unsettled.
Who should take part in group business coaching?
Usually the leaders who share decisions and depend on each other's work, such as the owner and the heads of operations, sales, and finance, or a management group running one part of the company. Describe how your leadership is organized, and Tony's team will talk through who should take part.
Is there a set package or price for team coaching?
No. Tony does not publish team coaching packages or fees. Scope and scheduling are covered when Tony's team replies to your form.
Is coaching the team worth it if we plan to change some of the people?
Replacing people inside an unclear structure often reproduces the same problems with new names. Settling roles, decision rights, and standards first gives any new leader a clearer seat to step into.
How do we start?
List the leaders you have in mind and the one or two places where decisions or follow-through stall. Send that through the form, and Tony's team will get back to you about fit and timing.
Tell Tony About Your Leadership Team
A few lines on your company and who sits at the leadership table is enough to start the conversation.
- Your company, industry, and size
- Who sits on the leadership or management team
- Where decisions or follow-through get stuck today
- Whether you also want to talk about a keynote or workshop
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Prefer to reach out another way? Contact Tony's team →