A group of robust, capable, confident, intelligent and committed individuals should be able to easily work together to create a high performing team.
Why is it then that is rare to find high performing teams and leaders are both puzzled and frustrated when they see team members behaving in ways that don’t seem to be in the best interests of the team, themselves or the organisation at large?
It’s a complex question to answer. Team performance dynamics are affected by personal ambition and insecurities; company culture; skill gaps in understanding how team members are supposed to behave towards each other; and a plethora of other factors that come to light when exploring change for growth and performance.
Our work in developing potent teams that perform consistently at high levels is a matter of record.
Whilst there is an explanation of theory from a wide range of disciplines, the majority of our training is experiential which means that rather than just us talking, you are immersed into exciting and stimulating real-time situations with your colleagues; demanding your full attention into team working and collaboration.
Don’t worry, we don’t get you to swing from ropes or fall backwards in the hope that your team will catch you – there is no rhetoric or metaphor here and certainly no embarrassing role-playing.