{"id":19047,"date":"2025-11-28T15:21:40","date_gmt":"2025-11-28T14:21:40","guid":{"rendered":"https:\/\/www.betterchange-consulting.com\/?p=19047"},"modified":"2025-11-28T15:21:42","modified_gmt":"2025-11-28T14:21:42","slug":"coaching-af-hvad-der-sker-mellem-os","status":"publish","type":"post","link":"https:\/\/www.betterchange-consulting.com\/da\/coaching\/coaching-what-happens-between-us\/","title":{"rendered":"Coaching af det, der sker mellem os"},"content":{"rendered":"

Profil af Mogens Ejby Villadsen, stiftende partner, Better Change Consulting<\/em><\/strong><\/p>\n\n\n\n

\u201cTeamets pr\u00e6stationer handler mest om, hvad der sker mellem os.\u201d
S\u00e5dan begynder Mogens Ejby Villadsen, n\u00e5r han bliver spurgt, hvad der f\u00e5r et team til at trives. Hans synspunkt er enkelt, men kraftfuldt: Individuelle bidrag betyder noget, men den virkelige pr\u00e6stationsgevinst kommer fra rummet mellem mennesker - hvordan de interagerer, tilpasser sig og l\u00e6rer sammen.<\/p>\n\n\n\n

F\u00f8r Mogens blev coach, arbejdede han selv i mange \u00e5r i udviklingsteams. Han oplevede p\u00e5 f\u00f8rste h\u00e5nd, hvordan talentfulde specialister ofte k\u00e6mpede, ikke p\u00e5 grund af manglende evner, men fordi samarbejdet, forventningerne og form\u00e5let var uklart. Disse tidlige \u00e5r formede hans tilgang. De lagde grunden til det arbejde, han udf\u00f8rer i dag: at hj\u00e6lpe teams med at forst\u00e5 hinandens intentioner, finde en f\u00e6lles retning og reducere un\u00f8dvendige gnidninger.<\/p>\n\n\n\n

Denne tidlige indsigt blev udgangspunktet for hans professionelle rejse.<\/p>\n\n\n\n

I l\u00f8bet af de sidste tyve \u00e5r har Mogens hjulpet organisationer i hele Europa og Mellem\u00f8sten med at oms\u00e6tte disse indsigter til praktiske forbedringer af, hvordan teams samarbejder og leverer.<\/p>\n\n\n\n

Som stiftende partner i Better Change Consulting arbejder han med teams i sektorer, der sp\u00e6nder fra sundhedspleje og energi til avanceret produktion. Hans coaching ligger der, hvor menneskelig dynamik, l\u00e6ring og systemdesign m\u00f8des - en blanding af empati, klarhed og data.<\/p>\n\n\n\n

\n

Jeg vil sige, at omkring 70 procent af mit arbejde handler om at forme det sociale system.<\/p>\n<\/blockquote>\n\n\n\n

\u201cJeg vil sige, at omkring 70 procent af mit arbejde g\u00e5r ud p\u00e5 at forme det sociale system, og resten handler om mekanikken,\u201d forklarer han. \u201cNogle teams ved allerede Scrum eller Kanban.<\/a> Andre har brug for det grundl\u00e6ggende. Men i alle tilf\u00e6lde er det, der l\u00e5ser op for fremskridt, n\u00e5r de begynder at se, hvordan deres arbejde h\u00e6nger sammen.\u201d<\/p>\n\n\n\n

Se, hvad der blokerer for flow<\/strong><\/h3>\n\n\n\n

N\u00e5r Mogens tr\u00e6der ind i et nyt teammilj\u00f8, observerer han, f\u00f8r han griber ind. De spor, han leder efter, findes ikke i eftersl\u00e6bet, men i adf\u00e6rden.<\/p>\n\n\n\n

\u201cForvirring omkring m\u00e5l, t\u00f8ven med at tale, alt for h\u00f8flige samtaler - det er tegn\u201d, siger han. \u201cMan l\u00e6gger ogs\u00e5 m\u00e6rke til, n\u00e5r folk kommer med undskyldninger eller bliver stille i stand-ups. Kropssproget fort\u00e6ller dig meget.\u201d<\/p>\n\n\n\n

I stedet for at korrigere processen begynder han med refleksion. \u201cJeg beskriver, hvad jeg observerer, og inviterer teamet til at undre sig over, hvorfor det sker. Jeg er bevidst og eksplicit nysgerrig. Den tone er vigtig, fordi den signalerer sikkerhed. Nogle gange underviser jeg i et lille koncept - f.eks. hvordan forecasting eller hastighed fungerer - bare for at fjerne st\u00f8j og vise, at jeg kan hj\u00e6lpe.\u201d<\/p>\n\n\n\n

Den tidlige undervisning tjener et dobbelt form\u00e5l: at afklare misforst\u00e5elser og skabe trov\u00e6rdighed uden at tage over. \u201cDet er vigtigt, at de ser, at jeg kan mit h\u00e5ndv\u00e6rk, men ogs\u00e5 at jeg ikke er der for at f\u00e5 dem til at g\u00f8re det p\u00e5 min m\u00e5de. Min rolle er at hj\u00e6lpe dem med at finde den m\u00e5de, der giver mening for dem.\u201d<\/p>\n\n\n\n

\u00d8jeblikke, hvor tillid bliver synlig<\/strong><\/h3>\n\n\n\n

Efterh\u00e5nden som samtalerne uddybes, og teamet bliver mere tryg ved at unders\u00f8ge sine egne m\u00f8nstre, begynder en anden slags signal at dukke op.<\/p>\n\n\n\n

Mogens ser tillid opst\u00e5 gennem et m\u00f8nster af sm\u00e5, men betydningsfulde signaler. Et af dem opst\u00e5r, n\u00e5r et team midt i en ansp\u00e6ndt diskussion holder en pause og sp\u00f8rger om hans perspektiv.<\/p>\n\n\n\n

\u201cDe beder mig ikke om at beslutte noget for dem. De sp\u00f8rger, fordi de tror, at jeg vil hj\u00e6lpe dem med at t\u00e6nke. Det er der, jeg ved, at de lukker mig ind.\u201d<\/p>\n\n\n\n

Tillid kan ogs\u00e5 vise sig p\u00e5 mere stille m\u00e5der. Han husker et teammedlem, der engang sagde: \u201cJeg ved ikke, hvad du laver, men jeg er bedre til mit arbejde, n\u00e5r du er her.\u201d<\/em> Kommentarer som disse afsl\u00f8rer et dybere skift: st\u00f8rre klarhed, fokus eller selvtillid simpelthen p\u00e5 grund af de samtaler, han faciliterer.<\/p>\n\n\n\n

For Mogens er tillid ikke overholdelse. Det er en invitation til at deltage i teamets arbejde med at skabe mening. Forskning stemmer overens med denne opfattelse. En stor meta-analyse af De Jong og Dirks<\/a>, der omfattede mere end 7.700 teams, viste, at tillid inden for teamet konsekvent er forbundet med bedre resultater.<\/p>\n\n\n\n

Metoder, der skaber forbindelse<\/strong><\/h3>\n\n\n\n

Mogens\u2019 praksis bygger p\u00e5 systemisk og anerkendende unders\u00f8gelse. To af hans signaturformater-Marked for f\u00e6rdigheder<\/a>, udviklet af Peter Lang, og Future-spective 5F, som Mogens skabte som en tilpasning af 5F-teamcoaching-rammen - hj\u00e6lper teams med at genopdage styrker og forme, hvordan de \u00f8nsker at arbejde sammen.<\/p>\n\n\n\n

\u201cHvis jeg kan finde tid og sted sammen med teamet, laver jeg en markeds\u00f8velse,\u201d forklarer han. \u201cDet er en m\u00e5de, hvorp\u00e5 folk kan dele, hvad de har med sig, og hvad de gerne vil l\u00e6re. Det skaber bevidsthed om, hvordan de kan st\u00f8tte hinanden.\u201d<\/p>\n\n\n\n

Forventningsafstemning l\u00f8ber gennem alle hans engagementer. \u201cAfklaring af forventninger - til og fra og inden for teamet - er en l\u00f8bende proces. At tr\u00e6ne folk i at afstemme forventninger er en af grundstenene i teamwork. Det er t\u00e6ttere p\u00e5 at navigere p\u00e5 en kurs end at f\u00f8lge en planlagt procedure; man tjekker ofte retningen, is\u00e6r i starten, og man forts\u00e6tter, n\u00e5r forholdene \u00e6ndrer sig.\u201d<\/p>\n\n\n\n

Coaching, hvor struktur og l\u00e6ring m\u00f8des<\/strong><\/h3>\n\n\n\n

Better Change's bredere tilgang blander menneskelig indsigt med data. Genneml\u00f8bstid, flowm\u00e5linger og l\u00e6ringssl\u00f8jfer fungerer som spejle snarere end m\u00e5l. \u201cEfter min mening er teamets pr\u00e6station lig med den opn\u00e5ede v\u00e6rdi divideret med omkostningerne ved at opn\u00e5 denne v\u00e6rdi,\u201d siger Mogens. \u201cHvis du vil forbedre det, skal du l\u00e6re hurtigere og bruge dine kr\u00e6fter der, hvor det betyder noget.\u201d<\/p>\n\n\n\n

For ledere er det vigtigt, fordi det skaber systemer, hvor teams l\u00e6rer hurtigere, koordinerer mere effektivt og leverer med f\u00e6rre overraskelser.<\/p>\n\n\n\n

Det indfanger hans filosofi: V\u00e6rdi vokser ud af f\u00e6lles l\u00e6ring, og f\u00e6lles l\u00e6ring vokser ud af st\u00e6rke relationer.<\/p>\n\n\n\n

En coach, der skaber kontakt<\/strong><\/h3>\n\n\n\n

Kunderne beskriver hans sessioner som engagerende, hjernevenlige og forankrede i praksis. Han lytter, udfordrer og hj\u00e6lper teams med at se m\u00f8nstre i deres eget arbejde.<\/p>\n\n\n\n

\u201c\u00c6gte agility starter, n\u00e5r folk ser, hvordan deres arbejde h\u00e6nger sammen\u201d, siger han. \u201cN\u00e5r l\u00e6ring er kontinuerlig, og beslutninger er baseret p\u00e5, hvad der giver v\u00e6rdi, ikke hvad der fylder i planerne.\u201d<\/p>\n\n\n\n

Uanset om han er p\u00e5 en workshop i Danmark, arbejder med et produktteam i Norge eller faciliterer en virtuel session med ledere i Asien, Europa og USA, er hans tilgang den samme: G\u00f8r det, der sker mellem mennesker, synligt, styr refleksionen, og g\u00f8r det til en kollektiv evne.<\/p>\n\n\n\n

Hans arbejde handler i sidste ende om at hj\u00e6lpe folk med at f\u00e5 succes sammen, ikke ved at pr\u00f8ve h\u00e5rdere, men ved at forst\u00e5 hinanden bedre.<\/p>\n\n\n\n

<\/p>","protected":false},"excerpt":{"rendered":"

Profil af Mogens Ejby Villadsen, Founding Partner, Better Change Consulting \u201cTeam performance handler mest om, hvad der sker mellem os.\u201dS\u00e5dan indleder Mogens Ejby Villadsen, da han bliver spurgt, hvad der g\u00f8r et...<\/p>","protected":false},"author":4,"featured_media":19048,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[211,209],"tags":[216,322],"class_list":["post-19047","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-coaching","category-leadership","tag-coaching","tag-profile","category-211","category-209","description-off"],"yoast_head":"\nCoaching What Happens Between Us - Better Change<\/title>\n<meta name=\"description\" content=\"Discover how Mogens Ejby Villadsen helps organisations build high-performing teams through trust, alignment, and evidence-based team coaching.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.betterchange-consulting.com\/da\/coaching\/coaching-af-hvad-der-sker-mellem-os\/\" \/>\n<meta property=\"og:locale\" content=\"da_DK\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Coaching What Happens Between Us - 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