TEam Effectiveness

 
 
 

Dawn Marriot-Sims, Executive Chairman, Kinapse/Operating Partner at HgCapital

Thank you Guy for a truly inspirational final day of our development programme. With your help we have come a very long way as a team - we all feel that we are well on our way from good to great as a result of working with you. The specific exercise we did yesterday will live with me well into the future, I have already witnessed the learning in action twice today! I have no hesitation in recommending you to any organisation that wants to invest in the development and success of their leaders. Thank you

Enabling team to maximise their potential

Working with teams in order to bring them together, reinforce the good, challenge the less helpful and sometimes even point out the darn right damaging takes trust and a license to operate

Team Health Check

Health checks work can be set at two levels: Familiarisation or Insight. The purpose of a diagnostic is to ensure understanding of individual, team and cultural dynamics, the myths, positive activity and hurdles to individual and team success. Output is used in executive coaching, team capability and larger change programmes. Answering questions such as:

How brave is the team? How do they engage with each other? What is their commitment to the team? How clear are they on the core purpose of the team? How clear and capable are they to tell the teams compelling story? How well do they hold each other to account? How true are they to conversations they have? What agendas get in the way of success? What are the elephants in the room? What are the wins that are being missed? What are the myths and realities of the teams story? How are the team really spoken about?

Output
Diagnostic report and feedback to the team and individuals. The report gives direct feedback on a wide spectrum of feedback depending on the light to deep touch agreed upon and output need. Targeted feedback on the strengths, weakness, opportunities and threats gained from interview, data review, observations, commercial achievement and culture review.


Team Foundations

The aim of the Living Brave Foundations workshop is to furnish the team with a set of tools and thinking that enable more direct, succinct and fluid conversations. The output of the workshop is a team who have a shared frame of reference for approach and conversations. This greatly improves the ability to make decisions, engage, be innovative and most importantly make brave decisions that lead to brave actions.

  • Getting to grips with the methodology and mindset of Living Brave

  • Defining the underpinning personal drivers for change

  • Gaining clarity on the team vision of Living Brave

  • Understanding and planning for potential derailers

  • Creating a compelling story to catalyse and engage personal, team and cultural change

  • Readying the story of how Living Brave will impact on the business and drive change

Working on Team Foundations with Getty Images

Team Dynamics

The key to this workshop is when a team want to understand the underlying drivers and motivators that exist individually and those that are shared by the team. To understand this in line with a deeper perspective on how the team is experienced by peers, stakeholders, reports and even customers truly opens the road to change. Knowledge is power and this workshop demonstrates clearly how a team should reinforce and shift in order to step forward.

  • What are the underpinning dynamics of the team?

  • How are people truly perceived?

  • What makes this team a team as opposed to just individual contributors?

  • What are the Core Purposes that challenge the team to be Living Brave?

  • How ready are we fror what comes next, know and unknown?

  • What isn't said? How do we bring it to the open?

  • Where are we at our best? How do we reinforce that?

  • Where do we self sabotage? How do we change the behaviour?

  • How clear are work on our teams brand?

Team Sustainability

Change is tiring, it is not unusual for a team to become fatigued and even have varying levels of disengagement from the journey they have embarked on to committed change. This happens as the business drivers seem more pressing, the market less forgiving, the personalities more challenging and the need to protect ones own viability and standing constantly challenges focus.

  • Understand where the team is on the journey

  • Be clear on who is contributing and who is not

  • Receive feedback from the business on how they are being experienced

  • Reinforce the great work

  • Be curious as to what is not happening

  • Challenge sabotaging behaviour

  • Review the compelling story and re-calibrate

  • Recharge and reconnect with journey

  • Celebrate success

 

Guy Bloom-Getty Conference-San Diego

Masterclass on the topic of Accountability within Living Brave

Teams benefit from development when they:

  • Are stuck and want to move forwards

  • Want to stay sharp

  • Have a need to integrate new members

  • There is a sense of poor relationships

  • Would like to stay challenged

An effective team work as leaders OF the business, not just leaders IN the business
— Guy Bloom