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One could think about teamwork as an iceberg. On the visible end is the appreciation for the need to work as a team and organizations exhort the need to collaborate and achieve more. What lies hidden are the personal beliefs, biases, assumptions, expectation etc. that need to be addressed before teamwork can take place.
In fact, the psychology and politics of teamwork needs to come before the rigor and rhythm of teamwork.
How do we engage?
Typical customer engagements evolve from their deep desire to achieve more from their multiple sales teams. Moreover, they articulate their frustration on how they could make this orchestration happen
- We begin our engagements with teams defining their collective mission and goals and
discovering that they are not aligned at all. - This simple discovery then spurs them to seek a higher order of aspiration as a foundation for alignment.
- We then get the teams to confront their dysfunctions and to evolve an environment of vulnerability-based trust.
- We spend considerable time with teams to move away from artificial harmony and to build a mindset of productive conflict. Being hard on the issue and soft on the person is much easier understood than consciously applied.
- We leverage behavioral styles for every person to build a vocabulary to describe how others are different, thereby building a culture of inclusion amid diversity.
- Teamwork does not become real without understanding the psychology behind people and engagement. We leverage principles of Transactional Analysis, Drama Triangles and Unconscious Ego Defense Mechanisms in addition to hidden beliefs and biases for every person to gain a deeper understanding of how psychology drives behavior.
With greater awareness comes better choices on how teams choose to work with each other.
We get multiple teams to define a set of give-gets that increases the level of clarity on expectations from both sides.
Outcomes driven for customers
With skilled facilitation customers were very surprised on how much they could achieve in a short period of time. Some of the exercises helped them to open out better with their peers that actually increased the level of understanding and trust.
Situational exercises helped them translate their newly acquired knowledge into specific behaviors that increased their level of connection and commitment.
The design of a give-gets matrix cleared the air for orchestration by building a specific set of expectations and deliverables that were signed off between teams.
Overall customers have seen a greater level of integration and trust that is helping them to drive a higher order of business performance.
Client Engagement Scenarios
Helps you better understand the depth of our engagements
- Teams to power a higher joint vision
Customer Acknowledgement
When you talk about Team and Culture, you expect a lecture or a presentation on what your managers and company want you to absorb. Seldom does anybody ask your opinion. This session with Venkat couldn’t be more different!
It was an interactive session where every team member felt relieved to have a safe environment to voice their fears and uncertainties with this organizational change. It gave the leader clarity on how people were truly perceiving the change and chance to develop a more inclusive plan. This session helped eliminate ambiguity and the assumptions we had and went back richer with an understanding of our combined goals and the way forward.
Overall one of the most important lessons we learnt was to understand differences between us and to leverage these differences to work coherently as a team. Executive Director, Advisory Services EY on People and Culture Integration Workshop
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