LIVING TEAMS

Organisations are living wholes comprising people, teams and communities. The life and vitality of the whole system is a function, not just of its parts but also of the relationships between them. Developing people in whole systems at every scale involves learning physically, emotionally and intellectually in an inspirational context. The ideal medium of learning is the work people do.

Accelerated development pays off by bringing the benefits of high performance more quickly. Such development requires an extended relationship for progress to be sustained.

Leaderful Teams

Peak performance can be achieved through highly effective 'leaderful' teams in which leadership responsibility is distributed among team members. This complements formal hierarchical structure, tapping into the energy of individual intention and commitment. Teams buy into continuous learning, seeking the feedback that enables them to progress towards the realisation of their shared vision.

“Enabled us to bring our company islands together and show each other how beautiful these can be.”

Example; 48-hour residential with on-site support

A major logistics company wanted to change the dynamism of its top team to drive expansion in a very competitive market by taking ownership of strategy innovation. CMC mounted a short intensive workshop as the start of the development process, during which not only did they develop a vision of success and strategies to deliver but also the team itself entered a developmental process towards devolved leadership. The process continues . . .

Development Journeys

Your change, whatever the reason for it, will be a journey rather than an event. Living systems need to change at many levels if they are not to revert to old behaviours. For the whole to change, every individual has to change too. As new patterns are learned, old patterns need to be un-learned. For change to be sustained, it is important to provide ongoing support for continuous learning.

“With two very diverse teams coming together, there was a lot of conflict. We needed help to identify the issues, find solutions and develop an effective team.”

Example; A series of workshops with extended on-site team coaching

A manufacturing company was in trouble with declining throughput, dispirited workers and a run-down factory. To turn things round, the incoming manager approached CMC. After initial diagnostics, a refreshing and imaginative workshop was held off-site for the top team. Coaching the team continued both on and off-site as the process of change, renovation and increasing aspiration evolved over many months. The process was successful and this site is now back on its feet and held up as a model by the parent company.

One-to-One and Team Coaching

Teams can be coached for performance so that they can learn to improve in doing the work they do. Within teams, and sometimes independent of them, individuals may benefit from coaching to help them embrace changes or to resolve needs identified in appraisal. Without such help, individuals sometimes obstruct revitalisation of the whole. A short intensive interaction may be required to establish the pre-conditions for the learning process.

“I wanted to establish a more focused culture, working to a common goal with a vision and set of values that would become a living model.”

Example; A series of residential workshops and coaching sessions

A senior commercial team needed to find common focus and sought help and support from CMC. A series of off-site interactions began with a 48-hour intensive visioning event and continued with regular developmental interactions over an 18-month period. The team learned partly by addressing its work, partly by addressing aspects of team dysfunction and partly by learning interaction. One individual received additional coaching to tackle specific difficulties.

Centre for Management Creativity
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