heir act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanen

How Familiar are these situations to you?

An organisation adopted a new strategy. While paying lip-service to the change, key staff were still resisting the new direction, complaining and hoping that things would go back to the way they were before

A team regarded itself as a group of individuals who ‘happened’ to report to the same person – though they were each doing their own job effectively, the synergies, economies of scale and innovation that it was hoped would come from bringing them together were not happening

A layer of management was taken out of an organisation to empower the next level of managers to make quicker decisions, interface directly with their own customers and produce enhanced results. However, they weren’t stepping up to the new challenge, and were waiting for direction and seeking permission, just as they had done in the old structure

Two functional heads whose roles required that they work together closely, clashed to the extent that they did their best to avoid each other. When they did have to work together there was friction, resulting in inefficiency and poor outcomes

Conflict and ‘fingerpointing’ were arising because team members were not clear on the exact boundaries of their roles, and tended either to ‘tread on each other’s toes’, or to miss targets and deadlines altogether because it was not clear who was accountable for their achievement

Sound Familiar?

Do you see similar issues in your own business? They cost hassle and sleepless nights. But have you ever stopped to calculate what they are really costing you? The real cost is a brake on business results which, if not tackled head-on, becomes permanent because it becomes the norm - ‘just the way things are round here’.

Typically, the knee-jerk reaction is to fire people, move them ‘sideways’, re-structure, tell ‘them’ to get their act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanent

t was hoped would come from bringing them together were not happening

A layer of management was taken out of an organisation to empower the next level of managers to make quicker decisions, interface directly with their own customers and produce enhanced results. However, they weren’t stepping up to the new challenge, and were waiting for direction and seeking permission, just as they had done in the old structure

Two functional heads whose roles required that they work together closely, clashed to the extent that they did their best to avoid each other. When they did have to work together there was friction, resulting in inefficiency and poor outcomes

Conflict and ‘fingerpointing’ were arising because team members were not clear on the exact boundaries of their roles, and tended either to ‘tread on each other’s toes’, or to miss targets and deadlines altogether because it was not clear who was accountable for their achievement

Sound Familiar?

Do you see similar issues in your own business? They cost hassle and sleepless nights. But have you ever stopped to calculate what they are really costing you? The real cost is a brake on business results which, if not tackled head-on, becomes permanent because it becomes the norm - ‘just the way things are round here’.

Typically, the knee-jerk reaction is to fire people, move them ‘sideways’, re-structure, tell ‘them’ to get their act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanen

rk together closely, clashed to the extent that they did their best to avoid each other. When they did have to work together there was friction, resulting in inefficiency and poor outcomes

Conflict and ‘fingerpointing’ were arising because team members were not clear on the exact boundaries of their roles, and tended either to ‘tread on each other’s toes’, or to miss targets and deadlines altogether because it was not clear who was accountable for their achievement

Sound Familiar?

Do you see similar issues in your own business? They cost hassle and sleepless nights. But have you ever stopped to calculate what they are really costing you? The real cost is a brake on business results which, if not tackled head-on, becomes permanent because it becomes the norm - ‘just the way things are round here’.

Typically, the knee-jerk reaction is to fire people, move them ‘sideways’, re-structure, tell ‘them’ to get their act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanen

strong>Sound Familiar?

Do you see similar issues in your own business? They cost hassle and sleepless nights. But have you ever stopped to calculate what they are really costing you? The real cost is a brake on business results which, if not tackled head-on, becomes permanent because it becomes the norm - ‘just the way things are round here’.

Typically, the knee-jerk reaction is to fire people, move them ‘sideways’, re-structure, tell ‘them’ to get their act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanen

heir act together, hope it gets better by complaining enough, put them on ‘special measures’ at appraisal time, or call a ‘cards on the table’ meeting – all expensive, risky and ultimately ineffective.

What does not usually happen is that all the people concerned with the issue get together and surface it fully in a series of face-to-face conversations in which they explore in depth how things got to be this way, and agree new actions and behaviours which permanently prevent the issues from arising again. This approach to creating great, results-producing teams, in contrast to the knee-jerk response, is inexpensive, very fast, and if done properly always produces outstanding long-term results.

Why does the Approach Work?

The approach works because it creates a necessary forum, managed by a facilitator, to identify and surface issues that have not been expressed before. If the platform for doing this had existed before, organisational issues would have been resolved already, or would probably never have become problems in the first place! A valuable outcome of this approach is the creation of a long-term organisational process for dealing with team issues whenever they arise in the future - ‘just the way we do things round here’!

The second reason the approach works is that it is based on consistent research findings showing that, with very few exceptions, individuals are always capable of producing outstanding results given the right skills and mindset. If individuals don’t have the necessary skills, organisations are very familiar with the process of identifying and addressing skill gaps through training. However, people quite frequently still don’t produce the results they are capable of. This is because what gets in the way is not just their level of skill, but equally importantly their mindset and the groupthink in the team – this approach tackles these head on.

What Is the Key to Success?

The key to the approach’s success is the toughest bit: telling the truth. The experienced facilitator encourages participants to uncover and face up to key, relevant truths that will unstick the team and e