An intact global team has a new manager. The team is part of a matrix where the local country managers and their local teams are viewed as high performing within their country businesses. The perceived opportunity lies in identifying areas for collaboration across the global team, working on joint projects and sharing learning and best practices.
The team needed to get to know each other better and identify what to share and work on with whom. They did not know enough about each other’s priorities and did not want to create unnecessary work. They believed there were real opportunities to improve both the performance of the local team as a result of the sharing, and also the engagement and development as people were able to work globally.
The facilitator met with the leader to understand the team’s requirement. There would be a face to face session where all the team managers would be present. This was important as the team got to know each other better both socially and professionally. They began to understand where opportunities to collaborate existed and made some commitments to work differently and together in some form in the future.
Following a briefing with the leader we had phone interviews with each team member to discuss their thoughts on the status of the team and possibilities for the future. We identified the areas the team thought would be useful to discuss as a group. This was followed by each team member completing the 5 Dynamics of High Performing Teams Diagnostic. The Leader was debriefed with the results and as a result of the diagnostic we were able to design the outline of the team day to focus on the priority areas identified in the diagnostic.
We decided to start with the Reason. The team was generally strong in this area but needed to clarify how their personal values came into play.
The next step was Results, where the team identified their 5 Big Whats and then worked on identifying the opportunities for collaboration on each of them. This highlighted some key actions to be followed up.
Each individual then identified what actions they would commit to undertake over the next 3 months as a result of the work we had completed together.
We planned a follow up virtual. Session 3 months later where the diagnostic will be rerun, and further work will be carried out to keep the team on target.
The team enjoyed The Dynamic Teams model and the highly interactive exercises they experienced. They were able to identify how they could immediately apply the information they learned about themselves. The key was for team members to realise their responsibility in driving the expected behaviors and actions on a day to day basis. Putting these practices into play, the team has a foundation to build on for collaboration.
“Enjoyed constructively disagreeing and being able to get to common ground”
“So beneficial to see that others have the same issues and the same values”