WHY THE NEED?
It’s so true. With the pace of business these days our very survival depends on our interconnectedness and our ability to work together in high-performance teams.
Not only do we achieve more but most of our sense of satisfaction, of joy, of meaning, comes from the strength and depth of our relationships with our team members.
WHAT HAPPENS IF YOU DON’T?
High-performance teamwork doesn’t just happen naturally. You have to work at it.
When teams work well, your whole organisation produces exemplary results. When they don’t, so much time and energy are taken up with “argy-bargy” politics, and personality conflicts that just don’t have to be there.
Without high-performance teams, you are at risk. The risk of making poor decisions, because complementary styles and roles are not present or not recognised. These poor decisions can be costly for both morale and business results.
And even if good decisions are made, unless you carefully look at implementation risks, like whether you have the resources, the power or influence to turn those decisions into committed actions, then the team just gets frustrated. Great decisions, but no carry through.
Even when teams are tracking well, you still see these typical patterns that slowly disintegrate the team with energy being taken away from the customers or the key results required.
Then some of the following are bound to creep in:
- A lack of trust with people not “fessing up” to how they are really feeling or tracking.
- Team members not putting the real issues on the table, so the “undiscussables” don’t surface, let alone get resolved. In fact, it’s the meeting after the meeting where the real work gets done.
- Everyone saying “yes” or, worse still, not really thrashing out issues so the collective genius of the team is never tapped.
- Resulting in little buy-in or commitment – sure, there’s head-nodding but so many issues are left floating.
- And they keep surfacing meeting after meeting, with no one taking accountability for the lack of progress. Implementation falters.
- Why? Because everyone’s too busy doing their own thing rather than caring or at least paying attention to the challenges other team members are facing.
- Sure, you get on with each other, but as they say “do you have each other’s backs?”. Would you “take a bullet” for your buddy?
- Even if you do care about the result they are producing, and how they fit into the whole, do people genuinely care about each other as people, not just sectional or functional heads?
- And what about that sense of shared purpose, that inspiring sense that you are clear on your mission as a team, the excitement you create as a unit? Without that your efforts are scattered or mediocre at best.
A BRIEF OVERVIEW
In Our Best you’ll discover how you can immediately tap into the talents of every member to achieve awesome results in record time and bust the silos that prevent collective commitment to truly being and acting as “one team”. You’ll truly transform “High Performing Individuals into a High Performance Team”.
As a team leader or team member, have you ever wondered what it would be like to have everyone truly on the same page? Rather than reverting to their own patch, and detracting from the collective genius that occurs magically in high-performance teams.
Then we’d love you to explore the possibility of experiencing our 1–3 day team programme Our Best: Transforming High Performing Individuals into a High Performance Team. Because the success of your organisation, function or division really rests with your team.
We see you, the team leader, as the “Sponsor”, HR as the “Champion”, and the team as our “Client”.
We involve them up front with an initial diagnosis of how they see the team, what they’d like to see happen on the day, and their longer-term aspirations and vision for the team.
The team then work through a tried and tested teamwork model and are provided with a number of take-home tasks for each level of success, to implement after the workshop.
DISTINGUISHING FEATURES AND BENEFITs
| HOW THE PROGRAMME WORKS | WHICH MEANS FOR YOU |
|---|---|
| Establish a baseline through surveys and interviews. | You achieve much more authentic solutions as each programme is created around your unique needs. |
| Seeing the team as the client with prework and pre-interviews. | Although the team leader is the sponsor, the team is the client. Because team members are involved with the planning they are so much more committed to outcomes from the programme. |
| Right from the start we bridge the G.A.P. (Ground Rules, Actions, Protocols) in the team. | Real deliverables are agreed to. It’s not just a feel-good workshop. |
| You’re introduced to a variety of team tools with immediate take home value. | Ensuring long-term sustainable results, from any team exercise or discussion. |
| Getting to know about each other’s styles, talents and vulnerabilities. | The collective genius of perspectives is tapped into, lowering the inherent strategic risks in decision-making. |
| Ground Rules are set for your specific team yet built around your organisational values. | In this way, we reinforce the unique value of the team yet align it with the broader organisational context, further preventing the building of a ‘silo’ mindset. |
| For non-programmed decisions, we explore the decision-making process and the importance of empowering questions, listening and acknowledging. | Not only are better decisions made, individuals feel more respected, involved and committed. |
| The Adizes Concept of CAPI (Coalesced Authority, Power, Influence) is explored. | Greatly enhancing the chance of committed implementation and lowering overall implementation risks. |
| Overall accountabilities and boundaries are further explored and clarified AND our proprietary TEAM ACTION PLANNER is introduced. | Channelling the energy into achieving results, rather than internal confusion, potential conflict, and a lack of understanding about who is doing what. |
| Your Team Mission is either reviewed or created. | Giving the team shared focus and creating more meaning and connection. |
| The BIG 3 to 5 Shared Team Priorities are further clarified. | Totally unify the team, giving it absolute clarity around its overall Strategic Intent, not just its Strategic Objectives. |
It is with pleasure that I recommend Mitch and his team in the human enterprise to help managers build team collaboration, provoke new thinking on leadership and implement effective working protocols. I had the opportunity of having Mitch facilitate at 3 workshops and the experiences have been stimulating every time. His ability to get people to talk, open up and feel comfortable in expressing their thoughts is one of his greatest talents. My team and I have learnt and implemented practical strategies in running meetings, listening to each other, formulating joint goals & strategies and holding each other accountable in delivering action plans. There were visible and remarkable improvements in our team effectiveness and trust. I would like to thank Mitch for his energy and honesty. You have definitely exceeded my expectations of what I thought could be achieved through the process.
Serena Woon-Havryluk, Country General Manager, L’OREAL Luxe, ANZ
Thanks for the excellent workshop yesterday. It exceeded my expectations. The prework was obviously a value add in shaping the agenda and the content.
As I fed back on the day the content being grounded in theory makes the strength of the program. Your personal style was equally important in shaping the success. Injecting deep knowledge and experience and having the capacity to call things frankly without members feeling threatened.
Thanks so much an I am sure we will have the opportunity to work together in the future.
Elizabeth Koff, Secretary of Health, NSW Health
I wanted to take a moment to thank you for a tremendous workshop last week. Your enthusiasm and passion was one of the key ingredients to make it such a success. I think collectively as a group we broke down a lot of barriers that day.
Arjun Sarker, Vice President & General Manager, APAC, Halyard Health
The workshop and the tools have given us a great start in changing things around and going from good to great – there is a renewed energy in the team as individuals and collectively. Paul led from the front – not only in teaching but also in applying what he was teaching to himself and his interactions with us – picking us (and himself) up when we could improve interactions and impact on each other. The energy and passion that came from Paul was truly infectious and the pre-work that was done gave him good insight into what was needed and the people he would be working with – identifying clearly what he needed from us.
Great balance of tools, frameworks and practical lessons that we can apply for ourselves and with each other – enabling us to continue on our journey as a team and supporting each other to have the discipline to make a difference.
Ian Bell, Corporate Vice President and Regional President (Asia Pacific), Allergan
Just wanted to say a HUGE thank you for Friday’s session, it was a fantastic day. The team got heaps out of the content, and it really helped us explore how we could become an even better team and work through some of the tensions that exist.
Katy Halliwell, People & Organisation Director, Mars Chocolate
Paul’s frameworks, tools and leadership through interactive facilitation helped us understand our relative strengths and weaknesses; our need to shift responsibility to ‘the individual’; acknowledge the importance of what cultural success looks like, and break down barriers to effective communication and accountability. In doing so, Paul unravelled obstructions and ‘blind spots’ we didn’t even know we had. The results were immediate and palpable: we promptly identified critical work streams to help us improve our individual and collective results.
For those who are serious about moving from ‘rhetoric’ to ‘readiness’ when it comes to enhancing team resilience, stamina and effectiveness- the human enterprise is a judicious way to get started and get going.
Chris Johnston, Marketing Director, Coca-Cola South Pacific
Thanks again for your session last week – The feedback from the team was they got a lot from it as did I personally. I’m already starting to see more positive behaviours, more robust, open and supportive conversations and most importantly teamwork. There’s a great sense of team driven by the session and I don’t want to lose it!
Lisa Harrison, Executive General Manager, Customer Distribution, Suncorp Life
the human enterprise was brought in to continue the challenge, to ensure complacency did not set in and to keep pushing to the next level of performance and basically transforming high performance individuals into a high performance team. (Their consulting) has allowed a new executive team to mature quicker than you would naturally expect.
Paul’s guidance has framed how as a team we can communicate and challenge each other for a common goal in service excellence. Additionally from lessons learnt from our leadership programme not only is the team performing well, their development of their team, and the development of leaders around them, is evident. Well worth the investment, allowing the bus doors to open on time and invite the team on board to make a difference to the clients we serve and to each other as members of the executive leadership team.
Bradley Williams, Regional Director, Sydney Region, Uniting Care Ageing
After three months of working with the human enterprise, they have made a material impact on the Leadership Team of Innogence. The impact on both the individuals and the team has been phenomenal. A highlight has been the Instinctive Drives work making a real impact on how each person approaches their work knowing what they need to be at their best and when they will be vulnerable. This has also assisted the team forming quicker in the formative stage of the leadership team working together.
Paul has taken real interest in both the individuals and the company. He has quickly bonded with the team and has become adviser to the leadership of our business. Our journey with the human enterprise has just begun and I look forward to the impact the human enterprise will have on Innogence.
Phil Cameron, C.E.O., Innogence
Just a quick note to say thank you for running such an excellent session for us last week. Also thanks for following up. The feedback from the team has been great and I am very confident that we will take some great strides forward as a direct consequence of the session we had with you.
Stephen Moir, Director, Moir Group
*NB: All roles and organisations were accurate at the time the testimonials were provided
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