Developing High Performance Teams

Our proven and highly customised approach to working with teams involves real time learning and produces measurable results that positively and rapidly impact business performance.

Underpinned by our foundational models, we wrap the content of our programmes around the real and present challenges that the team are experiencing. This approach gives them the opportunity to breakthrough the barriers that are inhibiting high performance and access the source of effective action and results.

This access to behaviour and process learning approach leaves people with the capacity to see life and circumstances from many different perspectives and with a capacity to choose the appropriate behaviours that produce authentic leadership, engaged teams, and transformed organisational cultures.

Our facilitators are amongst the most highly trained in the world. Their ability to lead high-powered teams and dance with the dynamics of strong and determined personalities is unsurpassed.

Impacting Performance

We work with Boards, Executive and Management teams to develop their ability to work quickly through the myriad of interpersonal and logistical challenges they inevitably face in leading complex businesses and projects.

High performing teams are competent at working creatively in the face of these kinds of challenges. They foster individual self-expression, accountability, teamwork, creativity and authentic collaboration in striving for the overall outcome, rather than getting bogged down in matters of the ego.

Customised programmes

Every team development programme that we deliver gets designed around the unique organisational circumstances that are at play with the team we are working with.

The matters we take into consideration when customising a programme are:

  • The desired outcomes or business case for the programme.
  • The company’s mission, vision and values and business model.
  • The current business and team challenges.
  • The current state of the market the business is operating in.
  • The existing client relationships. 
  • The lengths of time people have been members of the team. 
  • The location of the team.
  • The relationship of the team members to their senior manager or executive.
  • The relationship of the senior manager/executive to their direct reports.
  • The previous leadership training done by each member.
  • 360-degree feedback, engagement survey scores, employee survey results etc.
  • The results of our IATP survey.

Rigorous and thorough preparation for team development programmes is critical for their success, particularly how the members of the team are engaged to participate. The process of engagement can be accomplished a number of ways but is always based on three fundamental rules:

  1. That the group leader take an ownership role in the programme;
  2. That there is a well articulated ‘case for action’;
  3. That each team member is fully informed of the programme and the reason for doing it and is given an authentic opportunity to choose to participate.

Those at the top create the dynamics of an organisation. Without the involvement of the most senior executive in the team development process the chances of the change being sustainable are extremely low.