Team and Leadership Development
Key Success Factors
Based on the many years of working in the field of team and leadership development, we have learnt that there are a few key success factors which ought to be taken into account.
1. Basing the program on recent research in the field, enables us to hone in on the factors especially relevant to achieve increased efficacy and to ensure a targeted and focused development process
2. Amalgamating on-going business issues with identified development themes secures enhanced learning.
3. Including explicit training elements during and between sessions in order to secure continuous transfer from good plans to new praxis. Training ensures a common understanding of how plans may translate into actual behaviour. This is s necessary basis for the most important development step: Trying it and doing it. Experimenting with new behaviour.
4. Individual follow-up. Continuous personal and close follow-up with expressed commitment to change is essential in order to secure sustainable change and increased value-added contributions from the team: new praxis
We base our work on a number of different proven methodologies and approaches – in addition to our own performance principles. At the heart of our thinking lies the concept of appreciative inquiry in a social constructionist setting. Appreciation is to recognise the best in people and the world around us – to perceive things that give life, vitality, and excellence to human systems – to affirm past and present strengths, successes, assets and potentials – to increase value. Social constructionism is where society is a human product – society is actively and creatively produced by human beings – the world is made or invented, rather merely given or taken for granted – social worlds are interpretive nets woven by individuals and groups. We believe in the powers of interpersonal communication and dialogue; how people talk has implications for who we become and what we can do as individuals.
All of the above comes into play through a systemic perspective. Everything is systemic – everything interacts with (affects and is affected by) the things around it – systemic insights into complex situations and problems. Do not deal with the parts of a situation in isolation; deal with them in concert – deal with both the elements of a situation and how they interact with one another.
Natural Teams; minimum investment - maximum gain
We believe every customer wants a program where the investments pay off. Choosing a model for the leadership development program where we work with natural teams, the time invested by each individual will be left to a minimum.
We build on an already planned team meetings. By amalgamating the business agenda with the leadership development agenda (in close co-operation and co-creation with the team leader), the process delivers outstanding value.
The team will experience spending less time/being more constructive and productive in dealing with their business challenges – and at the same time experiencing development both on a personal level and on a team level.
Clear ownership; the customer owns the project. This ownership is strengthened through active participation in the development and implementation of the project
Relevance; the customer knows his business and its challenges best, and thus also knows what is most relevant for their stakeholders
Competence transfer; we share our methods and processes through development, implementation and evaluation. This way customer performance continues even after our participation comes to an end.