Team Development

Building High Performing TeamsBuilding Effective Senior Leadership TeamsOnboarding New Leaders

Building High Performing Teams

High performance TeamsThrough our development sessions we have helped teams to develop:

  • Clear purpose/shared goals
  • Consensus decision-making
  • Shared leadership and responsibility
  • Clear communication
  • Open communication
  • Continuous evaluation and assessment
  • Appreciating and tolerance of difference
  • Collaborating with other teams, departments or divisions
  • Better relationships with other team members
  • Clear understanding of their and others’ roles in the team
  • How to relate maturely with their leader
  • And create a learning environment

Building effective Senior Leadership Teams

  • We help create teams that commit to collaborate and who are stable to be clear about their roles, rules of engagement and how each member’s contribution connects to the overall goal.
  • We help them create and set direction and visions which are inspirational and compelling and have significant impact on the organisation and its people.
  • We help the team identify their core values and ensure that all team members commit and promise to these core values.
  • We help the team to identify the necessary conditions, support and resources they need to accomplish their mission
  • We coach the team “as a whole” and guide them to:
    • Be open and honest and grow a trust foundation.
    • Hold courageous conversations and dialogue constructively.
    • Operate with “one heart and one voice” around collective decisions taken.
    • Take personal and collective accountability for achieving results.
    • Understand the heart and art of servant leadership.

Onboarding New Leaders

hands_colorfulTeams are dynamic growing entities that changes shape and energy as they respond to the many challenges and impacts on their environments and internal systems. These days, organisations cannot get their work done without reliance on teams whether they are cross-functional or homogenously located within departments or divisions. Leveraging organisation-wide collaboration off these teams is critical especially where innovation and information sharing has become the new competitive currency. We have often witnessed how teams struggle to cycle through their stages of maturity toward sustained performance.

The stages I’m referencing here are those introduced by Tuckman 1960:

Orming Model










Any time a team experiences changes in membership or leadership, completes a major assignment, or gains a new assignment, we have discovered that it will cycle through the four stages again. If a team has learned this process, it will of course be able to cycle through each stage much more quickly. The group will have learned an important skill: adapting to change while maintaining productivity.

We have assisted several teams where there was an introduction of new leadership to vest the new leader through our unique, ancient and modern process. This becomes an opportunity for the team to review it culture, values, rules of engagement and vision. We also through this leadership vesting process help the team to identify its current and future challenges in an empowering and enabling way. Through this process the leader is understood and the leader understands their mandate.