Teaming
In business, we don't win as individuals - we win as a team
It takes energy, compassion and committed intent to build a great team.
But since teams invariably operate in dynamic environments and change is a constant, the development of a team can follow a long and winding road.
Changes in people bring shifts in skills mix and experiences. Often, new team members take time to assimilate team values and standards. It can also take time to build trust and relationships. When products and processes change, it can challenge capabilities; clarity of roles can reduce and results can take time to meet needs.
Life in a team can sometimes be dysfunctional, sometimes OK and sometimes magical.
Change easily upsets the delicate balance that holds harmony and performance together. Since most teams just battle through change, it is fairly inevitable that dysfunctions begin to appear. Learning the art of teaming – the ability to form, adjust and re-form teams within the everyday dynamics we now all face – gives every organisation the opportunity to eliminate dysfunction, swiftly go beyond 'OK' and release more of their magic.
Performance Teaming provides a comprehensive framework that helps teams and organisations to master the art of teaming. As a result, organisations become great places to work, great partners to work with and gain huge leaps in wellbeing and productivity.
So, whether facilitating a critical business review, assessing team profiles, enhancing team leadership and team performance, or building a teaming culture across an organisation, Performance Teaming provides a framework for teaming excellence.
Download our Executive Guide
to Teaming Excellence
As organisations more widely adopt teaming as a key contributor to creating increased agility, deeper learning and enhanced value creation for all stakeholders, the pursuit of teaming excellence is becoming ever more critical.
Underpinning this lie two key contributors: Teaming Excellence and Performance Excellence.
In this guide, we explore an overview of both elements. Get your free copy via the link below.
Facts & Figures
80%
of Executive Teams are under-performing.
Despite almost all senior executives polled agreeing that 'increased effectiveness of my executive team will have a positive impact on organisational results', only 18% rated their teams as ‘very effective’.
Source: The Center for Creative Leadership
5%
of Executive Leaders rated themselves as ’very effective’ at managing teams
While 65% of Executives believe it is important to shift to a team centric model, only 7% felt 'very ready' for this shift and only 5% rated themselves as 'very effective' at managing teams.
Source: The Global Team Coaching Institute
1/3
of failed organisational transformations are directly due to ineffective Executive teaming
McKinsey’s research of Executive Performance concluded that a third of failed organisational transformations were directly due to ineffective executive teaming.
Source: McKinsey
Of course, there are many, many teams beyond the Executive Team. However, since the Executive Team is the beacon for culture, leadership and teaming for the whole organisation, then invariably the organisation mirrors the success or dysfunctions of the Executive Team.
It doesn’t have to be this way.
With sufficient commitment and effort, all teams (and organisations) can begin to realise their true potential.
Contact us to discuss how we can help you reach yours.
