Why
Owning a number of star players, does not necessarily mean there is a good team on the field. Top teams in sport know this and invest in team development. In the corporate world, we often see the opposite. Teams have no or vague objectives, and at the end of the day they do not know whether they have met the (non-formulated) expectations. Roles and responsibilities are often not clear and there are few moments of good debate and cooperation. Competencies are often narrow and limited to the subject-matter expertise of the team. The teams are often dependent on other (often inefficient) teams such as maintenance, quality, IT, … As a result, there is little synergy and a low level of commitment. The well-known 9-to-5 mentality is a result of this. How can we want to compete in the champions league in this way?
What
Leading teams to higher performance by working on: goals, processes, roles and responsibilities, cooperation and competences.
How
We developed a self-assessment for teams. They rate themselves on various attributes on a scale from 0 to 4. This rating is used as a basis to define the ambition level, which is translated into a gradual development plan. To ensure maximum success, it is recommended to have the team(s) coached by our experienced consultants.
Why
Most organisations do have a “problem” team left or right, which they often do not know how to deal with. Letting things run their course is usually not the best solution. It also increases the risks of contaminating other teams, which can quickly lead to an unproductive company culture.
What
Improving cooperation within “problem” teams.
How
To tackle these issues, we follow 2 tracks. On one hand, we will look at the “hard” variables, such as: team design, roles and responsibilities, … and on the other hand, we investigate in depth the “soft” variables such as: trust, motivation, sense of duty, … Because such problems are difficult to tackle in a standard way, we will always propose a tailor-made approach.
Why
What is the link between competences and profitability or competitiveness? Let us give a simple example. Which of the following candidates would you want to hire? Candidate 1: has good level of subject-matter expertise. Candidate 2: has good level of subject-matter expertise and masters a wider range of operational tasks. Candidate 3: has the same competencies as candidate 2 but also masters tasks in other areas (e.g. maintenance tasks, logistical tasks, etc.), Candidate 4: has the same competencies as candidate 3 but also possesses great problem-solving skills.
What
Improve profitability and competitive position by increasing competencies in a structured and well-planned way.
How
First, the gap between current and desired competencies is mapped. A development plan is then drawn up. Our consultants can help realise this development plan through training, coaching and supporting employees and/or teams.
