There are reasons why some teams work well and some don’t. In fact, there are several reasons, mostly to do with the people around the table, and the complexities of their inter-relationships and intra-relationships. For example, many teams will say that their members operate efficiently in silos, rather than interdependently. This often means a lot of duplication, rework and unnecessary competition. Imagine if they were operating efficiently in concert with one another?
I bring a process of achievement to the table with a toolbox of analytical frameworks which assist the team to understand these complexities, to work with them and optimize their positive benefits for the team.
Together we would reflect on conscious and unconscious preferences, and what it feels like when the team is under pressure. What happens to individual behaviours, and how does this impact the team and the broader organization?
Some questions which the organization may be asking ….
- Do we have the right people on the team?
- Do we need to extend or contract the team?
- Should we even be a team?
- Do we work at the right level for the seniority of this team?
- Are there different functions which this team or others should be doing?
- Do we appreciate and value the contribution of different team members?
- Do we respect the team differences, and do we tolerate or embrace the challenges they present?
- Can we/should we contract to work with each other in different ways in the future?
- Do we have clarity of leadership in this team?
- Does leadership change flexibly depending on the issue(s) being addressed?
- Are there elephants in the room which remain unaddressed?