Every team is different. But the route to success isn’t.
Top teams work on who, what, and how, and provide for these basic psychological needs.
How can one team be successful while another fails? Is it because of the leader, the team members, how tasks are divided, the goal, or is it merely coincidence? Are you also curious or looking for ways to make your team a top team?
If so, choose our proven team coaching in the form of the top team formula consisting of seven ingredients:
1. Explaining the formula
- Explaining why your brain should want to change
- Explaining the top team ‘forming-storming-norming-performing’ formula
- How successful teams fulfill the basic psychological needs of safety, belonging, esteem, dealing with boundaries, autonomy, and self-expression
- Identifying your questions, the context, and the goals (possibly in connection with our Schema Coaching for Managers programm)
2. Determining priorities in the approach
For team coaching to be successful, we determine the priorities within the ‘forming-storming-norming-performing’ formula together. Your context, problems, and goals are the guiding principles in this regard.
This phase of team coaching is about selecting the right people when forming a new team or getting to know each other at a deeper level when there is an existing team. The topics covered include:
- using talent
- knowing each other’s irritations (triggers), and
- the SBC (Situation, Behaviour and Competence) formula to identify ‘behavioural gain’
The result: more openness, better decision-making, a reduced chance of conflict, and greater cooperation instead of competition.
Storming is about choosing the right course. What are we passionate about? Where do we have added value or what is our revenue model? This should lead to clarity in goal setting:
- a simple mission
- an output-guided vision, and
- a clear strategy for the organization and/or the team
This important phase is about ‘how we do things here’. This can include:
- the organizational culture
- the team culture
- the desired leadership
- the desired core competences/ the desired behaviour
- the decision-making processes
- internal and external communication and/or managing a change.
Structure, processes, and systems can also be discussed. The question with every ‘how to’ ingredient is always: ‘Does it help us achieve the formulated mission and vision?’
Performing addresses the team’s progress. How do we do it? How do we measure our progress? Are we achieving our goals? Are we, and do we live up to, our standards? How are our relationships with each other?
The answer to these questions can lead to reassessing, making new arrangements, and/or to changes in the team.
In this last phase, we discuss how to prevent drifting caused by external influences or inner disquiet. The importance of adjusting the course, if necessary, without straying off it.