TOP TEAMS DEVELOPMENT

Why we need to develop Top Teams

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.

Distinguishing features of the program

Pre-work interviews
 

To help co-create a set of tangible outcomes.

Facilitated learning
 

Where the focus is on helping the team to think, plus mini training activities.

A set of teamwork activities
 

Teamwork activities that relate clearly back to the workplace.

Option of virtual or face-to-face delivery

Where team members can deliver learning through a channel of communication that is most appropriate to their collaboration needs.

How we help Top Teams

What are 4 questions that top teams should be encouraged to ask themselves and how does TCO International help top teams?

1. Why do you exist?

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

2. How can you learn to build the trust necessary to handle complex, ambiguous and often sensitive issues?

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

3. What kind of team are you now, and what do you need to be in the future?

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

4. How can you create value in the way we communicate and make decisions together?

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

Back to our Learning and Team facilitation page
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