With Multiple Individuals – The Road Together

Working with Teams

A team is, in essence, a group of people who take decisions and execute accordingly. If this base condition is not fulfilled, there is no team. It sounds simple. But how often do team members articulate their decisions in the same way? How consequent are each and all during implementation? Especially if the decision is not 100% their decision!

My work with teams is firstly geared to generate connections between the individuals, based on understanding the synergistic potential between them, grounded in mutual respect, both as a professional and as a human being. Secondly, I establish with them the framework for their interactions: what is their purpose as a team, what process they use to solve problems and to take decisions. And thirdly, what are the behaviours that help and hinder delivering the purpose. By facilitating all of this, I teach them to have their strategic dialogue grounded in a relationship dialogue whilst listening to and sharing their inner dialogues.

Over the years, I have worked with over 100 teams, across profit and non-profit organisations, with a focus on the total business, on a region or on a country, always multi-functional and multi-national.

Working with Organisations – The Road Ahead

As such, an organisation is an anonymous entity – not directly touchable. I typically get involved in calibrating, with larger groups of people, the framework and related climate they work in. The purpose of the framework is to direct the energy of everyone involved towards creating value. The framework responds to systemic laws, which are reflected in and built on pillars. Typical pillars are the Winning Business Concept; secondly, the key Business Processes and underlying decision-making authorities; thirdly, the Inspiring Values and subsequent (not) appreciated behaviours; and last but not least, the Organisation Design. The more these topics are uniquely reflecting how this particular organisation creates value, different than competitors, the more the system will flow by itself and the more the people working in it will experience their interactions as one-plus-one-equals-three. The result of my involvement is a deep understanding and agreement amongst the top group of an organisation about this framework and how to work together with it. We call it “The Operating Framework” of the organisation.