Executive Workout - Putting Teams to Work
Johnson & Johnson PTY
This experience takes participants back to where effective teamwork means the difference between life, death and species survival. This workout challenges Senior leaders to take a fresh look at the role and value of getting teamwork right for their business, how far their culture is currently conducive to teamwork and their own role and accountability as individuals and an executive for creating a business where real teams can flourish.
Key learning points and insights are enhanced by drawing upon lessons from the wild, illustrated by photos and video footage of real animal teams at work.
This event provides:
- Knowledge about High Performance Teams, the roles involved and how to achieve them
- An overview of where and how teams can be best used within a business and the benefits for performance
- Insight into their current effectiveness as a senior leadership team and agreement on the changes that may be required to provide a visible role model for the business
- Agreement and insight into what it would take to create a climate conducive to developing High Performance Teams
- Facilitated working sessions where senior leaders assess the team-working strengths and gaps existing today in their organisation and determine how to introduce and sustain high performance team-working
Gives details of all the standard sessions, however we are always happy to customise this workshop to meet your specific needs.
Senior leadership teams with responsibility for the performance of a business unit, region or function.
Participants receive a copy of the comprehensive Guidebook "The Practitioner's Guide To High Performance Teamwork" in which the usual dry textbook theory has been replaced with practical, action-oriented tips, text, worked examples, tools and key documents. Following the workout participants can download from our website over 20 invaluable team templates with worked examples in the guidebook.
One-on-One coaching is also available either by phone or in person.
A lively, fast-paced introduction that sets the tone for the workshop and grabs immediate attention and interest. Includes: review of agenda, ground rules, expectation-setting and challenges participants to answer "Why teams?"
Introducing the high performance team
High performance teamwork demands full-blooded commitment - there are no passive bystanders. This session introduces the concept of the High Performance team, in which fusion and cohesion between individuals is required. This is contrasted with a group that basically remains a collection of individuals. The typical challenges and opportunities confronting team members are explored and viewed in relation to the current status of the participants' own teams.
A shared understanding of what 'team' really means and what they are striving to achieve for the business. Recognition of the personal costs and gains from working more collaboratively.
Leading a high performance team
What does "leadership" mean? Participants examine the personal and business expectations and assumptions brought to leadership. We compare the traditional leadership role with that of the high performing team leader and assess the personal costs and benefits of each.
Shared understanding of the role they need to fulfil if they are to progress collections of individuals into high performing teams and keep them that way.
How is your team doing?
Participants, individually and collectively, are challenged to define the compelling reason(s) why they need to operate as a team, as opposed to a group or solo. Business goals, targets and priorities are reviewed, to check alignment and provide the context for the drive to improved team-working. Participants identify the impact on themselves and the business of their current mode of operating and conclude with an assessment of any gaps to address and the strengths to hold onto and make visible to the business.
Clarity on the need and rationale for working as a team and increasing personal commitment to any necessary changes. Shared understanding of the issues and obstacles to be addressed with agreement on the priority issues and next steps.
Agreeing the 'rules' of the game
The team are guided through insights and tips on how top class teams operate and determine for themselves the rules of engagement that would have the strongest impact on performance and that they would feel committed to follow though.
An agreed set of operating principles, describing how the team want to operate day-to-day in order to be on track to high performance.
The teams we have and the teams we need
The team review the optimum structure for the business challenges and changes ahead, agreeing when groups, teams and solo operating is the optimum structure to work with. The desired teams are then reviewed against a team health checklist. This ensures they are set up for success and ready to identify any gaps requiring attention.
Agreement on any modifications to the current structures in place, and an agreed process for ongoing review.
The journey to high performance
So what does it take to convert a collection of individuals into a high performing team? Participants are introduced to the nine essential elements that must be managed to ensure the effective building of teams and sustaining of high performance. Up to four of the nine elements will be covered to provide sufficient insight into the challenges and practices involved.
Confidence that there is a repeatable process that can take people to the desired status, with appropriate tools and support. Insight into the types of skills, behaviours and attitudes necessary to reach and maintain this status.
Is our environment conducive to teamwork?
Are "team killers" present that will reinforce solo operating and undermine real teamwork or are team members and team leaders excited and encouraged to collaborate. Participants determine what needs to happen to ensure the environment is ready for the building and sustaining of high performance teamwork.
An environmental assessment of readiness for high performance.
Making it happen
To secure the thinking to the workplace, the thinking is consolidated into a "Re-Entry Plan" to ensure that the skills and insights are appropriately introduced into the workplace. Clarity and agreement is achieved on what needs to happen, by when and by whom, to ensure the business and the teams within it, are on the journey to high performance teamworking.
Clarity and agreement to a set of realistic actions.
Conclusions and closure for a team
How teams are disbanded and the individual efforts of team members reviewed and recognised, can significantly impact the willingness of an individual to join a fresh team. So this is about making the goodbyes as great as the welcomes.
Agreement on what senior leadership can do to ensure that team formation and closure is professionally and sensitively managed with the right investment of time.
Review and conclusions
The event and the outputs are critically reviewed with confirmation of all actions, commitments and next steps.