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Home / Services / Transforming Teams

Transforming Teams

Organisations are a reflection of the nature of the interactions which take place moment by moment between individuals in that organisation. For organisations to flourish the register of the nature of engagement in an organisation must shift from “What can I get out of this interaction?” to “What should I be contributing in this interaction?”

We cultivate interactions within and between teams in an organisation which are fundamentally collaborative rather than competitive by doing the following:

Product/Service
Establish the Criteria for Powerful Teams We engage the will of members of teams to collaborate rather than compete by establishing an understanding of and commitment to the criteria for powerful teams.
Diagnose Against the Criteria for Powerful Teams We hold up a mirror to team members which clarifies the changes in their engagements with colleagues which they need to make.
Remediate Against the Criteria for Powerful Teams We build powerful teams in an organisation through team building processes crafted from diagnosing the current state of team against the criteria for powerful teams.

Establishing the Criteria for Powerful Teams

Legitimate Leadership works with teams across an organisation to establish and understanding of and commitment to the criteria for Powerful Teams. We engage members of teams in a variety of interactive processes for establishing and testing the validity of Legitimate Leadership’s criteria for team excellence.

The essential difference between powerful and weak teams is the difference between GIVING and TAKING. A powerful team is one where team members give more than they take. A weak team is one where members take more than they give.

Teams succeed therefore:

  • To the degree to which individual members of the team are prepared to suspend their own agendas for the bigger interests of the team.
  • When the average interaction between individuals in the team is collaborative rather than competitive.
  • When members of the team deliberately set up other members of the team to succeed.

This only happens when:

  1. The leaders of the team are here to serve the team members.
  2. The team has a vision or an objective which solicits the intent to contribute.
  3. Each member of the team sees clearly how what they do or give contributes to the team’s objectives.
  4. Interactions in the team are primarily values rather than needs driven.
  5. The significance of each member of the team is affirmed.

Diagnosing Against Criteria for Powerful Teams

Legitimate Leadership assists organisations to Diagnose Themselves against criteria for powerful teams. It holds up a mirror to individual team members and teams as a whole using the following.
  • One-on-one interviews with team members to solicitor their perceptions of the current state of the team(s).
  • Team excellence questionnaires completed by team members which provide insight to both individuals and the team into their current strengths and weaknesses against the criteria for powerful teams.
  • Customer/service excellence questionnaires which measure how well the team is serving the needs of its customers and which indicate specifically what the team needs to do to enhance its customer driven and contributory behaviour.
  • Facilitated exercises in which teams self diagnose the state of the relationships within and between teams and how these impact on the overall performance of the organisation.

Legitimate Leadership engages teams in the use of one or more of the above diagnostic tools. This step in the Team Excellence process enables clarity by team members and teams as a whole with respect to the changes they need to make in their engagements with each other and colleagues in other teams. It motivates them to take the remedial action necessary to cultivate powerful teams across the organisation.

Remediating Against the Criteria for Powerful Teams

Based on a team’s self-diagnosis, one or more of the following processes are required to improve the team’s functioning:

  • Establishing the benevolent intent of the team or an objective for the team which solicits the intent to contribute – determining the team’s purpose through an understanding who the team is here to serve and the unique value add or contribution the team makes to its customer(s). Giving team members a reason or a noble purpose worthy of suspending their self-interest for.
  • Establishing a clear line of sight or forging a link between each individual’s distinctive contribution and the bigger purpose or meaning of the team. Enabling each member of the team to see how what they do or give contributes to the team’s objectives.
  • Rules of engagement or determining a set of values and behaviours which team members commit to as their modus operandi. Cultivating interactions between colleagues which are primarily values rather than needs driven.
  • Gratitude and appreciation or affirming the significance of each team member’s contribution. Practising gratitude for the unique contribution of each team member which unlocks their propensity to give to others in the team.
  • Disclosure and feedback or enabling team members to get to know what makes each other “tick” through sharing life stories and biographies. Cultivating openness and honesty within the team as an antidote to the pursuit of self-interest and the playing of politics.
  • Continuous improvement or instituting effective operational and strategic team review meetings which enable teams to focus on improving performance and building organisational capability. The outcome is right focus at every level in the organisation and powerful workgroups that are enabled to consistently improve organisational results.