Alone, we can do so little. Together, we can do so much.
We see a better way. 91% of leaders interviewed by The Center for Creative Leadership for its team survey consider teams the crucial units to their organizations’ success. We believe that coaching is maximized when it is not applied to just one individual, but rather when the coaching client is the team itself.
Using a systemic team coaching approach to build high-performance teams, we coach individual team members, along with the team itself, over a 6-12 month period of time. We foster systemic change through multiple interventions that align organizational and human dynamics on both the individual and a team level.
Getting the task-side of collaboration right (role clarity, goal-setting, decision norms, accountability) is essential to solid team performance. However, it takes more to reach high-performance levels. Achieving high levels of flow, collective intelligence, and creativity on a team means getting the relational side of collaboration right too. That’s a much tougher challenge for many teams, as it requires a culture of “psychological safety” where team members can be honest with each other without fear of judgment or embarrassment.
Collaboration is more than coordinated effort and cannot be mandated. It’s a choice people make – or not. Creating and maintaining the right conditions – culturally, structurally, and interpersonally – is easier said than done.
Teams that live the collaborative advantage, among other things, share a sense of purpose and vision, openly and timely process disagreement and hold each other accountable. They also:
We designed a Collaborative Capacity Survey with Resonance Strategies, an online research partner that explores rational and emotional factors in people’s decision-making. The survey explored what encourages team members to be team players. 12 critical dimensions were identified for turning average into high-performance teams.