Team Building

Please note:  Although the names in the following examples have been changed, the situations as well as the outcomes are as reported.

“The Team That Wasn’t”

The Southern Team was “team” in name only.  Despite a great deal of rhetoric about “the power of teamwork,” “there is no ‘I’ in team,” and numerous other team-related platitudes, this team simply didn’t work together well.  They didn’t like each other, they didn’t like their boss, and, in many cases, they didn’t like their customers.  In short, they were a miserable lot.

When Olive Tree Associates was contacted, the consultant was clear:  our goal was not to create “love and happiness” among the team members, but to diagnose and remove dysfunctional behavior that was hindering the team from achieving the aggressive goals identified.  Like most of OTA’s work, it began with a thorough diagnosis—both using online tools and using face-to-face interviews.

The data uncovered was quite consistent:  although the team possessed individuals of great personal strength, they had not discovered how to harness that individual strength for the benefit of the team.  They had not determined that “two –heads-are-better-than-one—even-if-one’s-a-goat-head.”  They simply saw most of the other individuals on the team as superfluous to their success.

A tough three-day session revealed individuals strengths, the differences in their leadership orientation and stances.  During this time, they were able  to see—probably for the first time—the tremendous value others brought to the team.  Through their great collection of differences, they were able to craft a picture of the future that would allow them to achieve great things—together.

Not only did the team work together in their three-day off-site experience.  They were also able to create specific actions to which they would commit.  These actions would allow them to realize the results that they had hoped for but could never achieve.

Throughout the implementation of the actions, the consultant remained available and provided sideline coaching for the team’s ongoing work.  The real ownership for the team’s work, though, did not rest with the consultant, but with the team itself.

Within a very short period of time, this team demonstrated that it could “run on all 8 cylinders.”
If your team needs a tune-up, let us know.  We get under the hood with you and we work with you to get your team’s efforts up to specifications—your specifications.

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