Teams Overview

​If culture eats strategy for breakfast, than a team eats groups for lunch.

Groups may have norms, but teams will sacrifice for each other to serve a higher purpose.  Leaders who authentically share and correlate a vision that connects with an employees values will reap the benefits on a daily basis.

If turnover is a problem at your company, then you have a group. If morale is low, then you haven't built a culture of common traits.

The start of any new season is a great time to do a four hour team-building exercise.  Avoid the busy times or you will look like a detached leader.  Leaders work on team daily and accomplish great things with encouraging words.

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Groups to Teams Process:

• Who do we admire?
• What traits we admire?
• What are the top traits?
• Traits = Values
• What questions will help us define how we live out those values?
• How will we act out what we admire while working together?​
• When will we meet to honor the shared commitment to these values?
  

Build A Team With BTS

Case Study - Teams

Client Question:
Can we teach an old dog new tricks?

Teams Case Study PDF

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The Issue:
A business leader had inherited a very diverse set of professionals when his company acquired several small companies.  He was tasked with delivering a strong return from the new combined business unit, but few of them knew each other and trust was low. 

The Steps:
We set up three meetings for a 90-day period that were between two and four hours long.  We then had the parties complete an admiration exercise and asked people to name positive traits of the people they admire.  From the traits we picked five that most agreed were key to the culture they wanted to emulate.  We called them the Most Valued Values.  We challenged the group to come up with the questions that would define how they looked at the values in the context of the work being accomplished.   They agreed to live by these questions and to use them to move with pace as they did their jobs. 

The Outcome:
The process allowed a diverse group to feel aligned.  The dynamic questions allowed the leaders and the staff to work more autonomously.  This autonomy allowed the unit to increase productivity and hit their performance goals. 

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Company Directive:

• Here is a problem
• Make it work with little budget
• Hit your numbers

Group Exercise:

• Who do you admire?
• What traits do you admire about them?
• Which traits matter most for your company?
• What questions would allow the value to be dynamic?
• Clarity = speed of solution and empowerment

Groups Into Teams Process:

• Admire to align
• Value to questions
• Clarity to accomplishment

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Are You Betting Your Future On A Group?

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