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. 

"Over the years Andrea has become a trusted advisor to me. I have used her in many facets: as my executive coach, a facilitator for my teams, and a guide for both me and my team, especially when we were tackling something big. I've also had her coach some of my team members. She knows how to help you move the needle. She facilitates on how to intersect the traditional or classical side of business (structure, strategy, etc...) with the human element. With her guidance, I was able to identify personal barriers and stress points so I could use my strengths and minimize my gaps to better lead my team. She helped me get unstuck and dig down to the true essence of things. She is definitely professional and to the point yet her intuitiveness, introspection, confidence, and experience are what stand out. She is masterful."
David Clapp
Managing Partner, CarterBaldwin Executive Search

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. 

"Over multiple decades I’ve had the opportunity to work with a number of bright, skilled team development facilitators. But Andrea stands apart, more because of what she is not, rather than what she is. There is never a feeling of judgment, worthlessness or failure when working with Andrea. Rather she focuses on discovery, patiently peeling back the layers that hide what really drives us, then building the individual/team back up to something more confident and more powerful than when we started.”
Janet Barnard
Former Chief People Officer, Cox Automotive & Founder/Owner Era Novum Consulting

Are you leading a team or a group of individuals?

Find out how you can build high-trust, healthy teams.