SERVICES
Work teams
Six categories of tailored services
The level of interpersonal effectiveness can make or break a team’s decision making, quality of its product, adherence to schedule goals, and ongoing level of team morale and retention. A special focus is on making these services available to non-profit organizations.
TEAM & TRUST BUILDING
Research regularly confirms that the leader’s ability to create genuine trust within team members is a cornerstone to team identity, creativity, willingness to risk, and ongoing motivation.
IMPROVED COMMUNICATION & DECISION MAKING
Teams need to have a culture of emotional safety regarding members speaking freely, especially if contrary views or new ideas are being presented. When such safety is not present, knowledge transfer among team members suffers and mediocre group decisions may be made.
MANAGING CONFLICT
Some conflict within a team is natural and is needed to create innovative decisions and products (and to avoid the problems associated with “group think.”) However, the team leader must be adept at encouraging appropriate levels of “content conflict” while simultaneously working to reduce “personality conflict."
RECOVERING FROM CRITICAL INCIDENTS
Critical incidents in the workplace are unexpected, trauma-producing events (such as 9/11, death of a team member, violence in the workplace, or intense natural disasters) that strongly impact team member emotions, hinder focus and short-term concentration, and hamper motivation and time urgency.
Critical incident debriefings are structured facilitator-led meetings held with the team leader and the affected team members to assist them in processing the event, and their personal reactions, so that the individuals may return to previous levels of performance.
DEVELOPING INCREASED TEAM RESILIENCE CAPABILITIES
Work teams face huge challenges in responding to unforeseen business events, market changes, ever-expanding competition, and integrating initially disruptive technologies into the organization (such as AI).
Creating and implementing team-focused resilience strategies help team members “bounce back” from stress-producing events such as layoffs or upper leadership changes, regulatory compliance disruptions, failing markets, or product manufacturing cessation due to product obsolescence or increased competition.
CHANGE MANAGEMENT
Some organizational change, even when anticipated and planned for, does not succeed because influential stakeholders have not been identified or consulted; general employee communication is often late, partial, or limited; and team members/employees are not given regular opportunities to ask questions to key leaders.
Effective change management needs to include a robust and detailed planning that addresses the “human factors” of the proposed organizational change.