Developing high performing management teams through trust, collaboration and authentic communication

I develop high performing management teams in uncertain, challenging and rapid changing environments

A high-performing management team can be defined as a group of people aligned with and committed to a common purpose, with specific roles and complementary talents and skills, who consistently show high levels of trust, collaboration and authentic communication, that produce superior results. The high-performing management team is regarded as tight-knit, and focused on their goals. Team members are so devoted to their purpose that they will surmount any barrier to achieve the team’s goals.

Within the high-performing management team, people are highly skilled and are able to interchange their roles. Also, leadership within the team is not vested in a single individual. Instead the leadership role is taken up by various team members, according to the need at that moment in time. High-performing management teams have robust methods of resolving conflict efficiently, so that conflict does not become a roadblock to achieving the team’s goals. There is a sense of clear focus and intense energy within a high-performing management team. Collectively, the team has its own consciousness, indicating shared norms and values within the team. The team feels a strong sense of accountability for achieving their goals. Team members display high levels of mutual trust towards each other.

My high performing management team development model was featured in an article published by the Forbes Coaches Council in Forbes.com.

You can downloaded it in the attached Pdf.

The elements to build a high  performing management team

Team identity.

This is where we come together around a common purpose that clearly spells out why we exist, a set of values that describe what we stand for, a number of behaviors that set out how we interact among ourselves and with others, and a kaleidoscope of rituals that enrich the many ways we build relationships and meaning.

Mutual trust.

This is firmly at the center of how we build and sustain credibility as individuals and as a team. How we build trust in our relationships, across the organization, in the marketplace and in society is deeply embedded in how credible we are. We generate credibility through our character, defined by our integrity and our intent and our competence, demonstrated by our capability and the results we generate.

Collaboration.

This is the key to building the bonds among management team members and with others. It allows for seamless coordination of thinking and working in order to achieve both efficiency and effectiveness. Partnership, unity, harmony, support, teamwork, empowerment, wholeness, autonomy and ownership are all defining characteristics of collaboration.

Emotional awareness.

This is where we focus on our ability to read and anticipate or react to the fluctuating levels of emotion among the management team and its members. As the team and its members live through uncertainty and deep transformation, their emotional stability fluctuates. Learning to read, understand and adjust these fluctuations is key to reaching and sustaining emotional stability. We focus on self-control, self-awareness, self-regard, social perception and social effectiveness across the team and its members, and we turn them into performance enablers.

Authentic communication.

This is where we bring to life shared meaning, using effective communication to capture the hearts and minds of team members and the whole business ecosystem. In communicating, we use the most effective formal and informal tools and mechanisms to tell stories and convey messages that inform minds and enamor hearts. We connect people and teams and engage them on an informed and enlightened journey of discovery.

Stress tolerance.

This is where we focus on the ability to read and measure the levels of stress sustained by the team and each of its members and to enable de-stress mechanisms required to bring normality into the team in moments of high stress. We deal with both predictable and unpredictable stress promoters and we embed both warning systems and curative mechanisms into the team’s modus operanda.