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.

Our customers:


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