Tuesday, September 26th, 2017

Sr. Team Development – Overview


To excel in today’s complex, rapidly changing environment, senior management groups need to function as true leadership teams.   We have extensive experience drawing on our Leadership Agility framework and method to help senior leaders develop agile, high-performing teams.  Outcomes from this work have included:

  • Clear vision, objectives, roles, and responsibilities
  • Enhanced group problem-solving and decision-making
  • Improved communication, collaboration, and creative thinking
  • Improved leader/team relationships
  • More effective meetings
  • Heightened team spirit and team learning

Our Team Development Process is always tailored to the specific needs of the client organization. This process includes two broad phases:

Team Agility Assessment

We begin with an assessment of team issues and desired improvements, drawing, as needed, from a range of assessment options:

  • Conversations with the team leader
  • In-depth interviews of team members about team issues and desired improvements
  • Perception-Sharing Sessions with the team and/or its key external stakeholders
  • Observations of team meetings
  • Our proprietary Change & Complexity Assessment (of the team’s operating environment)

Team Development Activities

Depending on a team’s development needs, this work can take a variety of forms, ranging from one off-site meeting to a series of team-building events. These activities may include some or all of the following:

  • Coaching for the team leader
  • Coaching for other team members
  • Design and facilitation of off-site team-building meetings
  • Facilitation of keybusiness meetings
  • Training workshops that develop increased leadership and team agility

Client Stories

Examples of senior team development engagements:

Two brief additional client stories:

    • We assisted a leading, family-owned manufacturing company in creating a new kind of top-management team, with two brothers sharing the CEO role.  Results: Greatly increased confidence in this new leadership concept and in a large, global management group’s ability to work as a team.  Top-level, geographically-dispersed “team-nets” had breakthroughs in their ability to solve problems and capitalize on opportunities.
    • We worked with the top management group of a leading health plan’s sales department to diagnose team-building needs, redefine decision-making roles, and develop a more empowered, “shared responsibility” team.  Results: Better, faster decision-making and higher work satisfaction.  People at all levels to were able to approach their work more strategically.

If you have any questions about our Team Development Process, please contact us.