Services
We’re more inspired than ever before to help leaders navigate a world in which the rules are being rewritten, and the very foundation is shifting.
Team Transformation
The purpose of our team transformation work is to build highly cohesive teams characterized by:
High Trust
Trust on a team is characterized by vulnerability (a willingness to admit mistakes, engage in candid debate about issues, and share feedback) and the offer of positive intent (a willingness to extend the benefit of the doubt). Trust results from understanding other team members’ strengths, styles, values, backgrounds, motivators, likes and dislikes. In other words, it results from getting to know them as people.
Productive Conflict
Productive conflict is focused on concepts and ideas, not mean-spirited, personal attacks. Teams with high trust are able to engage in passionate debate around issues that are important to them. The difference between low-trust teams that argue and high-trust teams that engage in productive conflict is quite significant. The former is, to quote Pat Lencioni, laced with “politics, pride and competition.” The latter is “a humble pursuit of truth.”
Commitment to Decisions
Commitment to decisions is the essential outcome of productive conflict. Commitment has two parts. Buy-in, the achievement of full emotional support, which is not consensus. Buy-in means a team member agrees to support the decision a team or team leader has made even if that decision is not what they would have recommended. The second part of commitment is clarity, an unambiguous agreement about what exactly was agreed upon.
Accountability
Accountability in the context of healthy team behavior means that team members – peers and the leader – are willing to share feedback with one another and remind one another when they are not living up to the commitments made. This accountability applies to behaviors and team norms, as well as to results.
Focus on Collective Results
Focus on collective results refers to an emphasis on a collective outcome or outcomes versus individual achievements or agendas. A team can accomplish a degree of mastery of all the previous criteria and fail to focus on collective results. Desired team results must be made public and explicit.
Then, through a series of facilitated in-person or virtual sessions and optional one-on-one coaching sessions, we build:
Clarity
Clarity for team members on their own strengths and weaknesses, and what will be required to become a more effective leader and a more cohesive team.
Identification
Identification of self-limiting behaviors which are negatively impacting success and their effectiveness as individuals and as a team.
Perception
Improved the perception of the team as a cohesive, collaborative, mission-driven team with a clear focus in the eyes of all employees in the organization.
Trust
Improved levels of trust among leadership team members, and better collaboration.
Relationships
Strengthened professional relationships, rooted in increased transparency and candor.
Impact
Increased positive impact on business outcomes through better individual performance and enhanced team effectiveness.
Shared Commitment
Shared commitment to vision and strategic alignment during significant change.
Road Map
A road map for keeping the leadership team on track beyond the scope of the engagement.
Team Transformation
The purpose of our team transformation work is to build highly cohesive teams characterized by:
High Trust
Trust on a team is characterized by vulnerability (a willingness to admit mistakes, engage in candid debate about issues and share feedback) and the offer of positive intent (a willingness to extend the benefit of the doubt). Trust results from understanding other team members’ strengths, style, values, background, motivators, likes and dislikes. In other words, it results from getting to know them as people.
Productive Conflict
Productive conflict is focused on concepts and ideas, not mean-spirited, personal attacks. Teams with high trust are able to engage in passionate debate around issues that are important to them. The difference between low-trust team that argue and high-trust team that engage in productive conflict is quite significant. The former is, to quote Pat Lencioni, laced with “politics, pride and competition.” The latter is “a humble pursuit of truth.”
Commitment to Decisions
Commitment to decisions is the essential outcome of productive conflict. Commitment has two parts. Buy-in, the achievement of full emotional support, which is not consensus. Buy-in means a team member agrees to support the decision a team or team leader has made even if that decision is not what they would have recommended. The second part of commitment is clarity, an unambiguous agreement about what exactly was agreed upon.
Accountability
Accountability in the context of healthy team behavior means that team members – peers and the leader – are willing to share feedback with one another, remind one another, when they are not living up to the commitments made. This accountability applies to behaviors, team norms, as well as to results.
Focus on Collective Results
Focus on collective results refers to an emphasis on a collective outcome or outcomes versus individual achievements or agendas. A team can accomplish a degree of mastery of all the previous criteria and fail to focus on collective results. Desired team results must be made public and explicit.
Are you leading a team or a group of individuals?
Find out how you can build high-trust, healthy teams.
