What Clients Say
• Everyone has a team mind-set: 'all for one and one for all'; all team members take responsibility for positive team outcomes
• Dialogue between team members is positive and aimed at achieving effective and timely decisions; when issues arise, the focus is how do we sort this out
• Team members share a collective understanding of the team purpose, values - over and above hard business measures and they organise their priorities and time to deliver these
• Team members hold themselves collectively and individually accountable for delivering on the 'hard' and 'soft' targets and objectives
• There is a high level of trust between all team members -evidenced by frequent requests for assistance/collaboration; each team member supports the others to succeed
• The team know who their stakeholders are, what they expect from the team, and they proactively manage the team's impact and reputation
• They know the value of being connected and regularly discuss the nature of their team relationships; they invest time and money to maintain and build team effectiveness
• Team members work as individuals, often in competition, and they blame each other for team failure
• Dialogue between team members is infrequent and even frustrating, with accusations, blame and repetitive issues and/or slow decision-making
• Team members are clear about their functional targets, but have no clear view of what the team is supposed to deliver, apart from an overall amalgamated set of figures
• Failure or non-performance are rarely discussed as a team -gossip/moaning takes place around the 'water cooler' and the Team Leader is left to address issues (or not) in 1-2-1's
• Trust levels are low, as evidenced by 'difficult' meetings and conversations; team members work on their own and rarely own up to problems/issues or ask for help
• The issue of team stakeholders is never approached as a specific topic and plan; Stakeholder Management if it occurs, takes place on an ad-hoc basis
• The team only addresses what they are doing, not the effectiveness of the way they are working/relating to each other; poor trust issues are never addressed directly
"Before this team effectiveness programme, my Management Team was already delivering good business results. Now I know that we were a bunch of individual 'experts' who were micro-managing our functional areas to deliver targets. We have collectively increased our mutual trust levels and identified so many exciting areas for future growth. I hardly recognise our Management Team meetings. I have delegated 75% of BAU to the team and for the first time I'm focusing on strategic growth initiatives. This can only be positive for the business"
MD – Outsourced Clinical Trials
"Since we began this Team Effectiveness Program six months ago, I and the team have moved away from focusing on and talking about short-term targets and issues to spending 50%+ of our time building the business for the next 12/15 months. We connect as people and Managers first, and we are proactively asking for and offering help. The team and each individual is so much stronger as a result. And commercial results have never been so good"
Commercial Director - Financial Services
We all have examples from the sporting world of teams that punched above their weight to produce outstanding results
But what about in our own company?
F4G work with Boards and Leadership Teams to move Managers from a collection of 'functional experts' to cohesive high performing teams
"Some men see things as they are and ask why…I dream of things that never were and ask why not?" – Robert Kennedy