In the past Top Teams tended to function like ‘working groups’, focusing on running departments and people where the efficiency of reporting and delegating is more important than doing real work together. While ‘working groups’ are not going away, leadership teams need higher levels of mutual commitment and interdependence to respond flexibly but decisively to the rapid change in their environment. They need to understand what aspects of their own team activity need a higher performance focus, and in those areas model effective team collaboration to others in the organisation.
This programme helps top teams to develop the skills they require for themselves creating and modelling change in the organisation.
What are 4 questions that top teams should be encouraged to ask themselves and how does TCO International help top teams?
TCO helps you to:
Explore the VUCA changes they are facing, and that only they (and no one else) have the capacity to manage
Develop common purpose statements
Articulate their vision and values
TCO helps you to:
Draw on team development models (such as Patrick Lencioni) that link trust to performance
Use simple questionnaires to hold a mirror up to team dynamics, identifying gaps that need to be addressed
Undergo experiential activities that that build understanding of different individual styles and needs among team-member
Build sensitivity to cultural and distance factors that increase the trust challenge
TCO helps you to:
Reflect on changes in the external environment impacting the need for teamwork
Understand how to move from a focus on efficiency (via working groups) to performance (via high-performing teams)
Draw on surveys to check present levels of engagement in team activities
Use sports metaphors to increase a sense of team awareness
TCO helps you to:
Build team norms regarding selecting and optimising the right modes of communication, particularly to sustain trust at a distance
Facilitate a common understanding and process for effective decision-making that combines speed and commitment
Build needs-based trust by understanding what team-members need ‘more of’ from each other to deliver their part of the overall goal
Clarify what the whole team needs to ‘stop, ‘start’ and ‘continue’ doing in the future
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