Teaming

• A clear people strategy
• Team leadership skills
• Using scenarios to modelling the change
• Setting up pilots
• Reviewing a team’s capacity
• Using change champions
• Exploring previous issues and blockages to change
• Cascade of information
• Localising the change and language
• Using processes to identify cross functional issues

Teams work as part of a system, that is at an organisational, team, manager and individual level. All levels are equally important to be aligned, but the emphasis must be on ensuring the individual is confident and capable, with a desire and insight to see the other elements succeed.

We have lots of experience at helping teams and organisations to work cross-functionally and we use lots of interactive and innovative way to help teams better understand what they bring and what they need from each other. Exploring the “white space” when work is handed off between teams or different cultures and measures prevail to work against the teams.

We often find that a leader has been promoted for their technical excellence that will sometimes mean they find it hard or do not have the skills to lead a team.
We have a wealth of experience in supporting team leaders and how they swap a technical hat for a leadership hat and when it’s appropriate to wear both.   We would explore elements such as personal styles and profiles – adaptability, communication, resilience, leadership styles, personality, and trust using various tools or relevant techniques.

We tend to review every organisation and team on an individual approach, rather than saying one approach fits all.
Our approach would be to discuss and listen to what is happening or not happening, we may then explore the opportunity to gain data or feedback from relevant sources to really get inside the issue, blockage or opportunity.  This helps to create the “burning platform” and set’s out the “end in mind” for what is required.