A team represents an investment. In common with all investments, if you set up a team, you expect a return. That return on investment can come in a number of ways…

 

The team performs better as a team than the individuals would do working alone or independently. Some people achieve their best as part of a team.
The team performs better in that it delivers a more creative, more comprehensive solution.
The team performs better in that it gets the job done better faster cheaper than even the most talented collection of individuals.
The team performs better in that it is better placed than any collection of individuals to focus on the outcome of its work rather than limiting its perspective to achieving its targets.
 
There is a common denominator – performance.
 
There are at least four attractive returns on investment people achieve their best; a more creative, more comprehensive solution; the job done better faster cheaper; and a focus on the outcome (a wide perspective than simply hitting a target).
 
Personality profiling is used to gain insights into the make up of a team and, therefore, how they will perform. This information can certainly help but it can only be of a limited value in that the user would have an insight into the team dynamics but no straightforward way of converting these into high performance. The missing component is that there is no link between a personality profile and a process for getting things done and achieving goals.
 
Personality profiling can be a useful tool for the person who is building the team. The downside is that often the team members wear their profiles as a badge of honour i.e. this is what I am, this how I behave, this is how it is. The team has started by understanding the similarities and differences between them but has no platform on which to turn these features into a cohesive, well functioning, productive unit that achieves and sustains high levels of performance irrespective of the obstacles encountered.
 
Our toolset for teams is designed to help the team members and the team as a whole to develop into a high performance team. This is something we do with them, for them, and hand over to them rather than something we do to them. We identify how each team member gets things done and seamlessly connect them into a process for getting things done. Our results, or rather their results as a return on investing in them, are impressive. Their achievements
Creating a team but not investing in it is likely to result in a net performance loss
Teams need to get things done better faster cheaper than individuals
 
 
For the team to get things done you need to know
how each member gets things done…particularly in a virtual team
There is a problem – despite 30 years effort to develop high performance teams that deliver a high return on investment and a high (espoused) expectation of teamworking in the workplace – too many teams under-perform. The concept of an ‘empowered team’ had the potential to address this problem but, to be successful, they required the support of a highly stable, single culture organisation.
 
There is another problem. More people are working from home. Increasingly, organisations are moving to ‘hot-desking’. Office designs are moving on from open plan with fewer offices to communal, informal spaces without desks, tables or any of the props and privacy that has supported teams in the past. To cap it all emails are replacing communication.
 
This problem is about to get a whole lot worse. The virtual team has arrived and is here to stay. In fact, it has been with us for some time. We might not have recognised it but any team that includes people who are office-based and one or more people who are field-based or spend a significant portion of their time working away from the office is a virtual team.
 
Developing and high performance virtual team requires an in-depth understanding of what each team member needs in order to feel a part of the team.
 
A virtual team may comprise members who…

 

 

Leading a virtual team presents a number of challenges
 

 

 The ultimate challenge…
 
 The leader has to connect with each individual without the assistance of positive group dynamics

 

Our solution

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Insights needed

 

• How I get things done
• How others get things done
• What I don’t do
• What others don’t do
• What we, the team, don’t do
• How I react to pressure
• How they and the team react
• What others need me to do
• How we get things done as a team
• How I lead
• How others need me to lead
• How I communicate
• How others receive messages
• My relationship needs
• The relationship needs of others

The process on which insights lead to discoveries that become the platform for performance.

A single source for gaining these insights

 A clear reason

    to exist

People who see

a value and are
valued as a
member of
 the team

People who use

a process to get
things done
that is
understood and
used by all

People who

have explored
how best to
work with each
other and have
reached an
agreement for
doing so

People who are

proud to be
known as a
team and are
determined to
succeed as a
team
The Achievement Process provides a platform, language and set of values that underpin high performance teams
Key components of a high performance team

People who are

aware of the
significance of
the similarities
and differences
between them

Working Party

People delegated or elected

to consider or investigate and
report on a topic

Committee

 People who have volunteered or been asked to consider, investigate and report on a topic

Working Party

A Team in name only

A team to which you maybe appointed or a convenient grouping to help create a sense of identity

A collaborative Team

People with a link to the topic who may have been invited or told to join a team. The have a purpose and sense of commitment to each other. Expectations can be unclear and outcomes may disappoint all parties

A High performance Team

 

People invited to join, valued for what they can contribute, with a high commitment to each other and to achieving
a challenging goal for which they will share the rewards.
Invest for high returns
Refocus then invest
Question its relevance
Keep its remit simple
Question its existence

Gaining insights…

Making discoveries…
Exceeding expectations…

 

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