Nowadays, most of us in organisations are required to work with others as teams both in functional areas, and across boundaries. A really effective team is one whose members have the interpersonal competence and flexibility to work with a wide variety of people. Yet few organisations focus primarily on team performance. Rather, they focus upon the technical nature of the job. However, the integration of team dynamics, interpersonal competence and technical mastery are what differentiate the winning from the losing team.
Honestly assess now the degree to which your current organisation has engendered a high degree of team mastery as a major driving theme in promoting performance improvement. Very few organisations deliberately commit to developing a strong team culture where the positive behavioural norms of the teams drive corporate performance.
Team Diagnostic Review (TDR)
Core Benefits
- People want to know how they can improve performance, and the TDR process enables them to assess and improve how they work as a team.
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Using a series of instruments to gain 'self assessment' and 'peer assessment' of team performance, we provide an action plan for personal improvement.
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Rapidly identify the behaviours that will take the team to the next stage. We believe that old thinking will not result in new performance so new ideas have to be applied to take the team to superlative performance.
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Team development only takes place when people think differently. Creative solutions and methodologies are a key component and result of the TDR approach.
Case Study - Construction Equipment Manufacturer
We worked on a project in several locations in North America, the UK and Europe for a major business manufacturing Farming and Construction equipment. Most of the staff were technically very well qualified but lacked the techniques and interpersonal influence to work well with other functions and, most importantly, with customers. When provided with a series of Workshops their performance measurably improved. Previously, when interacting with others, the technical experts had concentrated too much on their specialist areas to the detriment to their social and team skills. Now they adopt a more rounded approach, working on establishing rapport with their internal and external customers and looking beyond purely technical solutions. The result is that the technical engineering people have a new degree of confidence that has improved their overall performance.
Case Study - Automotive Financial Services
Our project involved working with Account Managers equipping them with the team skills to work more inter- dependently rather than independently. The nature of the Sales work was geared towards, and focused upon, individual targets - whereas it was recognised that the whole business would reap benefits from working cross-functionally (across Regions and major or key Accounts). The core benefit achieved was that the team could apply their individual selling skills to influencing the overall improved performance of the team and spreading 'best practice' across the Regions and major Accounts.
During Workshops we examined in detail the individual strengths of team members and how they could improve their personal performance, not just 'one on one', but with their team and the teams of Automotive Dealerships
Further work focusing upon Interpersonal Influence using NLP was central in providing the Sales team with the skills at the conscious and unconscious level - which further became a dominant aspect of the team culture.
Philip Atkinson.com
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