How we get there

• Verbatim interviews with team members, a representative sample one layer down, and key customers and stakeholders
• A proprietary team effectiveness survey that establishes baseline effectiveness and tracks progress over time
• Articulation of the clear goals that will be accomplished by the team along with tangible metrics to ensure progress
• A series of meetings that cover vital concepts on team effectiveness and then apply the concepts to live organization challenges
• Tools to ensure that the principles continue to be applied to all team meetings and interactions
• Formal mechanisms to quickly assimilate new team members and cascade all learnings deep into the organization

What we’ve learned the hard way

At the top of nearly every executive’s development plan is the phrase “build a high performing team.” Yet getting a bunch of really smart, independent, and driven individuals to create something collectively is deceptively difficult. More often so-called “teaming” creates a dynamic in which the leader of the team is the glue and the members optimize not for the collective good but for their individual functions. Breaking this frequent but suboptimal pattern requires deep understanding of what untapped strengths of the team paired with a progression of experiences that allow the team to tackle increasingly complex and powerful organization challenges. No team leaps forward by attending a single team building event. We emphasize institutionalizing the team interaction model into all interactions team members have with each other and their teams.