Start with 'we'
We look further than WHY, HOW and WHAT.
And add another concept: WE
The people who form your organisation now.
Can they be the ‘WE’ that you want to be from now on?
Can they cope with a large part of the change?
Do they have the right drive? The talent that’s needed?
The right attitude?
The right personality? Questions, questions!
So often the answer is: you already have the ability among yourselves to change.
You can empower your own people to form the new structure.
Instead of a new structure having to form your people.
Leadership and team development
Whether it is executing a strategy, an organisational transformation or a performance improvement process, a focus on people is crucial for the success of your project!
Been Management Consulting looks not only at the business side of things, but also the human element in projects. We do this using our ‘head and heart’ approach. We help leaders and their teams get the best out of each other to achieve maximum performance and job satisfaction. We do this by making behaviour transparent and open to discussion. By getting rid of noise and bringing out the unique qualities of the team members.
Leadership and team development is all about change
Team development is not something you achieve by organising a company away-day twice a year. Team development is an ongoing process you must pay attention to every day. Physical and online meetings, project groups and one-to-one situations are perfect moments to work on building commitment, trust and deepening cooperation in practice. That way you grow to become an effective team.
Team development is not a linear process. Tuckman’s four-phase model helps us to understand this process. These phases are Forming, Storming, Norming and Performing. As the team takes steps forward, sometimes it will have to take a step back. Transitioning to a new phase will certainly create friction. If you can manage this in a way that matches the team’s needs, moments of friction will lead to moments of growth.
In order to understand the dynamics between individuals in teams and in organisations, we will explore the visible behaviour (overtone), but also the underlying values and motives driving the thoughts and behaviour of individuals (undercurrent). We combine a variety of methods and interventions that match the situation in order to reveal the undercurrent. It always begins by asking the right questions and engaging in an open and honest conversation.
“People with very different motivations and incentives can work well together too, as long as there is agreement on the direction and a clear, common goal.”
Use team development to:
- Raise the quality of cooperation.
- Reduce the risk of too much talent turnover.
- Bring conflicts or problems in teams into the open.
- Reveal the invisible; focus on the underlying relationships between people.
- Guide the team through the different phases, such as with a new or renewed team.
- Translate the mission, vision and core values to the teams.
- Encourage desired behaviour and make undesirable conduct open to discussion.
What does this demand of the leader?
The secret of a good leader is in creating the right frameworks and direction (alignment) in combination with the right level of freedom (autonomy). The team needs both elements in order to grow and develop as a well-performing team. What is the ‘right’ thing to do will depend on the phase of maturity the team is in, and the individual motivation and competence of the individuals. As a leader, your challenge is to keep playing with the frameworks and level of freedom you have set. This demands flexibility and the ability to adapt your leadership style.
Use leadership coaching to:
- Become aware of your own leadership style.
- Learn how to adapt your leadership style to the needs of the team or individuals.
- Learn to make issues in the team open to discussion.
- Create reference points to set team and individual objectives that connect with the strategy.
- Create reference points to give structure and set clear frameworks.
“By reflecting and confronting, we enable leaders and teams to grow.”
An example of a coaching process:
The process begins with an introduction, intake and analysis to develop trust and a safe environment. Then the coaching process begins. We decide together on the length and intensity based on your needs.
Team coaching is just one of the possible forms of team development, but there are all kinds of other ways in which we can work with your team. We would love to share our ideas on possible solutions. Feel free to contact us using the form below or via our personal contact details.
We are keen to find out more about your specific situation and share our ideas on possible solutions. Please contact Marieke Besamusca or Marieke Siero below.