Our customers:
Situations we help in:
A team doesn’t take advantage of the potential of diversity. Conflicts and differences of opinion don’t help the team mature, and inhibit the achievement of goals.
There’s a need to build synergies and cooperation based on shared values and a common vision.
A dispersed team needs to build good foundations and rules, and apply effective tools for everyday cooperation.
In the face of frequent changes, a team needs to develop the “agility gene”.
Scope of support:
Building cooperation in a team
Results of our training sessions and workshops:
- Building a feedback culture.
- Increased trust within the team.
- Increased energy to achieve a shared vision and goals.
- Implementation of habits and routines that build a mature team.
Substantive scope:
- A shared vision and common goals in a team, building awareness of interdependence and joint responsibility.
- Conscious building of Positive and Productive teams.
- Building trust within a team (from trust to being engaged in results – based on the Lencioni Pyramid).
- Understanding diversity and developing communication skills in a diverse team.
- Constructive work alongside conflicts and differences of opinion in a team, and work based on building feedback.
- Routines, norms, and habits that build a functional team culture.
A team built based on "Colours"
Results of training sessions and workshops:
- Understanding your own communication style based on Insights, Extended Disc, and 4Results Colours, as well as the impact of the style on the team.
- Building awareness of values flowing from the diversity of colours for specific team members and the entire team.
- Developing the ability to “get along”, agree on things, make decisions, and to confront each other using different communication styles.
- Good use of potential, talent, and team roles.
Substantive scope:
- What are “Colours” and what are their values in a team?
- User manual for individual Colours – communication keys.
- Synergy mechanisms in cooperation of similar and different Colours.
- Development of communication skills in Colours, avoiding communication toxins characteristic of different Colour styles.
- A team consciously built based on Colours.
Team coaching
Results of the process:
- Building a mature team.
- The team knows how to build and revert to high Positivity and Productivity.
- The team has developed routines, principles and habits of shared responsibility, engaging themselves in achieving results, building relationships, cooperation and good communication.
Team coaching process:
- Determining the results and objectives of the team coaching process with the team leader (optionally with HRBP, the team leader’s superior).
- 4-6 hour meetings (depending on the size of the team) – a cycle of 4-7 team coaching sessions.
- The last meeting is a team contract – it determines how we want to develop further, build cooperation and achieve goals after completing the process.
- After each session, we suggest summarising it and agreeing on the next step (team leader, HRBP, coach).
- Each meeting ends with an agreement upon arrangements, actions and changes.
- During the process, we use diagnostic tools, and team development, cooperation and communication models, e.g. Positivity – Productivity, Lencioni Test, Communication Toxins, Colour Model; participants receive these tools in a form that’s easy to use every day (e.g. reminders, applications).
Building agile teams
Results of training sessions:
- Building a customer-centric culture, where each team member knows how their everyday activities influence customer satisfaction.
- Strengthening trust so that decisions are made quickly, meaning the team can be ready for trials, to quickly draw conclusions and adjust their work.
- The implementation of several routines that increase the team’s ability to quickly build high Positivity and Productivity, despite changing conditions.
Substantive scope:
- JA step-by-step of how to implement a customer-centric culture in a team.
- How to manage visualisation of the results of each team member’s work.
- What team routines create an agile work environment.
- How to build trust and positivity through retrospection.
- How to create a culture of quickly drawing conclusions, learning and implementing tested solutions.
Management of dispersed teams
Results of “dispersed teams/virtual teams” training:
- Specific goals and principles of cooperation that help dispersed teams maintain a common direction and energy.
- Defined values and resulting routines, as well as behaviours that help the team maintain high Positivity and Productivity with minimal contact between team members and the leader.
- Agreed roles and ways of monitoring the effects of work.
Substantive scope:
- For teams where contact is mostly done remotely, how to create conditions for the exchange of information, sharing experiences, building relationships, and maintaining good cooperation.
- How to remotely verify the level of team Positivity and Productivity and make adjustments in the cooperation of a dispersed team.
- How to agilely define the changing scope of work, roles and responsibilities.
- How to build soft elements associated with trust, such as responding to conflicts, misunderstandings, mistakes and a lack of predictability (the VUCA era, changing customer expectations, etc.).
- How to remotely conduct discussions, make decisions, and agree on common positions.