CRITICAL PROBLEM:
Poor Performing Teams

Most businesses are raising the performance bar while at the same time reducing their resources.

• The average American worker is working 360 hours more per year than they were 10 years ago.
• Over 12% of executives did not take even one day of vacation last year.

These shifts put a premium on teamwork and high performing teams.

Our research shows that most companies do not have excellent teamwork as a strength. Skills such as using teamwork for solutions, cross-functional cooperation, and attention to complimentary skills in building the team are often neglected or not well understood.

The impact is significant.

• Research shows that poor performing teams are 30% less productive than high performing teams.
• Teams are often saddled with inadequate resources, inadequate time for team meetings, lack of coordinated work schedules, poor team based reward systems and a lack of real decision making authority.

In contrast, high performing team management practices provide 30-50% greater returns to the company. Creating and sustaining high performing teams may be one of the most powerful ways to leverage your return on your resources.

WORLD-CLASS SOLUTION:
High-Performing Team Building

Our High Performing Team Building process is aimed at the Director level and up.

PHASE ONE:

• Stakeholders from inside and outside the team are identified and interviewed regarding team functioning.
• Multi-Rater feedback is conducted on each team member.

Out of this process comes a picture of the team functioning.

• The individual Multi-Rater data is rolled up and analyzed to give a clear picture of the team's strengths and weaknesses. For example, a recent team we worked with was an extremely hard working team but had a lack of strategic thinking and direction. They were paddling hard in the wrong direction.

PHASE TWO:

• Our senior coaches meet individually with each team member to review their Multi-Rater results and talk about their personal role in the team functioning and goals for improvement.
• Pockets of difficulty and dissension are identified and subgroups of 2 or 3 are brought together with the coach to work out specific issues and conflicts.

PHASE THREE:

The entire team is brought together for team building sessions to review the group results and share their individual and sub group goals to improve team functioning.

• The weaknesses are reviewed in the light of the roles of the team members.
• An analysis is made regarding the right players being in the right position. Sometimes changes in players or positions must be made.

Out of this, a fully aligned team emerges with clear group and individual goals that speak directly to the issues that were hindering functioning.

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