High-performing teams are more efficient because they coordinate their efforts better. The combination of different perspectives, thinking styles, and experiences translates into better decision making. Since these teams are better at managing themselves, they usually do a better job of sticking with their decisions, too. They are aware of what each teammate has to offer, and they usually experience less interpersonal conflict.

The strongest teams are characterized by clear, fair communication. They also have more clarity about the team’s purpose and goals, and thus more accountability. Working together is generally a positive experience, which means team members are happier — both with the team and the organization as a whole.

A high performing team is a group of people who share a common vision, goals, metrics and who collaborate, challenge and hold each other accountable to achieve outstanding results.

The modules in this program are not informational. They walk a team, step-by-step, through a process to take responsibility to become a high performing team that takes full responsibility for their business results.

What you will do:

•  Participate in team activities and learn how teams differ from traditional work groups.
•  Create a team charter that includes a clear statement of your team’s purpose, operating guidelines, performance objectives, and an ideal team vision.
•  Learn good meeting management skills, critique your meeting effectiveness, and develop action plans to improve your meetings.
•  Identify your team’s customer requirements and how these guide team performance.
•  Analyze and streamline the core work of the team.
•  Clarify team member roles and responsibilities and ensure greater accountability.
•  Set up systems for measuring your performance, setting goals, and tracking progress.

Duration: 2 day program

This is a highly interactive workshop, developed by Roger Martin from Harvard Business Review.

We deliver an industry-proven strategy framework with step-by-step support to develop and implement successful strategy in your organization,

We apply customizable tools, and guidance throughout the entire process so that you can lead your team through a successful strategy initiative based on making the right choices to stay ahead of the competition.

You will also learn what strategy is, how senior management and units work together to develop strategy, and how units support a company’s strategy by developing and executing action plans for strategic initiatives. In many companies, senior management and units are involved in the strategic planning process. This ensures that a company’s strategies—both corporate and unit—are tightly aligned and that successful implementation.

Main concepts:

•  Strategy Overview The Strategic Plan
•  The Strategic Planning Process
•  Strategic Initiative Action Plan
•  Defining Objectives and Metrics
•  Determining Resources
•  Clarifying Interlocks
•  Keeping Action Plans Aligned and on Course
•  Establishing Accountability
•  Creating an Environment for Excellence
•  Evaluating and Rewarding Performance

The objective of a team coaching process is to develop the executive team in its capacity to lead by collectively by focusing on multiplying their and their organization's operational measurable results. This results-oriented coaching focus will help improve executive team interfaces and that strategy will in turn be instrumental in developing each executive team member, personally and professionally.

Systemic team coaching therefore helps the executive team focus on achieving extraordinary breakthrough performance in a determined time frame and as measured by predefined and measurable criteria.

When first implemented within an executive team, systemic team coaching helps prepare and launch a company-wide cultural transformation which subsequently allows all other management level focus on achieving exceptional performance in quality, growth and profitability.

Consequently, systemic executive team coaching is primarily focused on achieving breakthrough performance results as measured by precise operational indicators. Executive team coaching is therefore resolutely different and complementary to more classical "team building" approaches that are generally more focused on improving team member relationships or on developing collective motivation.

How it works?

A systemic executive team coaching contract often begins with an in-depth full-day team "diagnosis" focused on elaborating a shared executive team self-evaluation.

This allows:

•  Each of the executive team members to better position themselves and their roles and functions within the team as a performance system.
•  The executive team as such to make a complete professional inventory of its collective potentials (strengths and challenges) representing the nucleus of the organization and its D.N.A. (its active system culture).
•  The executive team to define collective coaching goals and contractualize its main development focus.
•  This “just in time” systemic diagnosis process helps each leader and the executive team as a unit “own” their issues and objectives and re-align their collective strategy. The executive team can then co-define the transformation and organization growth process they plan to implement.

The systemic diagnostic work is clearly meant to position the executive team as the main "breakthrough" vehicle for developing future organizational performance.

The subsequent executive team coaching process takes place during the "supervision" or mentoring of occasional real executive team meetings (every two or three executive team meeting over a determined lapse of time).

This executive team coaching process permits it to:

•  Learn and practice collective and strategic means to develop interfacing competencies as a powerful executive team or “leadership system”.
•  Make the executive decisions and implement executive team actions that will ensure its mission’s success and transform organization business results.

The executive team coaching process actually consists of “coached” executive team meetings that allow the leadership system to:

•  Monitor their executive decision-making and implementing competency, measure progress, adjust objectives and reallocate means,
•  Develop and practice new and more efficient systemic methodologies to ensure their organization's growth and effectiveness.

DURATION: 3 days program and flexible meetings supervisions

Empowering management consequently rests on people skills. In a systemic way, these indirectly help reduce costs and turnover, increase quality, develop responsibility, manage time effectively, set challenging goals, increase reactivity to market variations, permit internal people-development, consolidate individual and collective engagement, strengthen company culture, increase client fidelity, etc. The list is incredibly long. In fact today, there are practically no measurable reasons to avoid implementing an effective empowering management style within any maturing organization’s culture.

FOR WHOM:
•  This program concerns all leaders and managers but also operational teams who wish to learn how to use performing behaviors, strategies and tools in their professional (and personal) environments. Among others this practical training can also concern, recruiters, sales representatives, HR professionals, internal trainers, coaches, etc.

PROCESS:
•  The proposed training program consists of a two-day workshops (boot-camps). It constitutes a relatively complete learning environment focused on delivering behavioral proficiency in skills and strategies for leaders, managers and coaches. This behavioral work is designed to change frames of reference concerning participant beliefs, values, behaviors and results in their professions. It is a practice-based learning program with intensive on-the-job homework.

Duration: 2 day program and follow-up session in real life

Register to this intensive 2 day strategic planning training program focused on practical learning, designed and facilitated by business people that understand your challenges and will guide you to find effective solutions. Bring your strategic dilemmas to the program and get direction on analytical and organizational approaches.

Your immediate take-way:

•  You will return back to work with more confidence to identify the best strategic planning process for your organization,
•  Make more intelligent and rational decisions, and
•  Ensure your strategic initiatives and goals are aligned.

This strategic planning training combines proven-by-practice methods with new insights and ideas that will grow your strategic thinking skills. You will gain a wider perspective of management practice through breakout sessions, exercises, and case applications.

After taking this program, you will grow your business strategy skills and competencies and be able to:

•  Identify strategic planning issues in order to develop a unique competitive advantage
•  Learn key analytical and conceptual approaches to expand your understanding of the marketplace
•  Align your organization with your strategic planning goals by integrating strategy, objectives, metrics, and performance
•  Identify evolving strategic patterns and generate ideas on how they can be applied to your organization
•  Incorporate customer needs into your strategic planning
•  Use a case study to examine the strategic planning process
•  Recognize how the actions of customers, competitors, and your own company determine the outcomes in your markets
•  Determine the best approach to effectively implement your strategic planning

”The unproductive behaviors and inattentiveness to results in dysfunctional teams can be attributed to people, with varied interests and vulnerabilities,” says Patrick Lencioni, author of The Five Dysfunctions of a Team.

The overall purpose of this workshop is to enable our targeted audience in understanding the dysfunctions of teams, recognizing the signs of dysfunctions in team, and manage the dysfunctions. The emphasis throughout this seminar is on the application of practical tools and techniques to enhance the effectiveness of managing dysfunctions in teams in organizations.

Key Takeaways:

 Upon completion of this workshop, participants will be able to:
• •  Explain how teams become dysfunctional and relate it to the five dysfunctions of teams.
  •  Identify the reframing of blame and use a 3-step process to enable better, productive behavior.
  •  Apply the new understanding of five dysfunctions of a team to a current workplace-related dysfunction in your team.
  •  Apply a structured 3-step process to analyzing dysfunctions in teams and ensuing conversation to enable productive, better behaviors.

Duration: 2 day program

Teams are the primary unit of many workplaces, and their problems are diagnosed through team assessments. In this guide, we go over everything you need to know about picking the right assessment tool, how assessments work, and what assessment to use in situations such as remote teams, startup teams, and teams that struggle with trust and ineffective communication.

A team assessment is an exercise that allows you to evaluate a team’s strengths and weaknesses. As a recognized management technique, team assessments began drawing attention in the 1970s and 1980s, after American organizational practice wholeheartedly embraced the idea of teamwork as a primary driver of success (in professional sports, which has always emphasized teamwork, different team assessments have been used for even longer).

Team assessments can be conducted in various ways: in-person sessions, via email, or with tailor-made online surveys and apps. Many assessments use specially designed worksheets.

Some team assessments are based on particular theories about what drives effective teamwork. These include the work of management theorist Meredith Belbin, who suggested that good teamwork was predicated on the presence of different types of personalities on a team and having individuals who fit specific behavior roles, and of business consultant Patrick M. Lencioni, who identified five major team dysfunctions.

Other assessments focus on different measures of team effectiveness, such as the quality of organizational support, clarity of goals, a team’s ability to learn and grow, team diversity (not only in terms of culture, race, gender, but also thinking styles and personalities), and, most importantly, the ability to deliver results.

WHEN TO PERFORM A TEAM ASSESSMENT

Team assessments provide more value to the team at some times over others. Unfortunately, team assessments are too often done only after things go wrong. While this is a perfectly legitimate reason for an assessment, organizations can reap more benefits when they do not think of team assessments only as a response to difficulty. Conducting assessments before problems arise can avoid or mitigate them as well as potentially save time and money.

Here are some good times to do a team assessment:

•  To strengthen a team that is having problems
•  To get a new team to start on the right foot
•  To help a team grow
•  To prevent future problems from arising
•  When team members turn over
•  To bond teams in situations such as remote teams and startups
•  Before a major strategic shift or campaign towards a big goal
•  As part of ongoing team development to baseline then compare at intervals

Team-building experts say that early in the team life cycle is a prime opportunity for a team assessment. Make sure team members get off on the right foot by learning about each other’s strengths during the forming stage.

That can reduce conflict that occurs during the storming stage. These assessments are also useful for introducing new members to a team, since turnover is not unusual. When teammates haven’t met each other before (such as with new teams or remote teams), or when getting things right the first time is critical (such as with startups), these assessments lay a strong foundation for the team.

Reactive assessments are usually conducted during the storming stage, which is when problems are most likely to appear. Even if the forming stage sets a strong foundation in terms of interpersonal relationships, conflict can rarely be eliminated.

At this point, some team assessments help members negotiate and grow past their differences, as well as find some middle ground. The storming stage is also a good time to use an assessment to determine team performance baselines, so you can compare performance in the norming and performing stages. If conflict is resolved successfully, you should see performance improvements.

We are using Great People Inside with a large variety of tools for assessment.

Great People Inside