Overview of the playing fields
Whether management or leadership teams, departments or projects: Teams are the nucleus of an organization. This is where fluid interaction occurs and where conflicts draw energy from day-to-day operations. This is where leadership becomes a powerful frame or structural friction. This is where employees experience a fit with the culture or go on the back burner because they no longer find themselves in the work. With team development, this framework can be shaped. The result works back because an aligned team needs less leadership to compensate and still produces more connectable results. Afterwards, it is clearer what the team is doing. And what makes it tick.
Systemic team development in practice
I have been working since 2005 in different settings of team development in corporations and medium-sized businesses, in large and smaller social institutions, in start-ups and in the public sector. The participants are managing directors, division and department managers, team leaders or employees in the operational business. The team formats are customized — adapted to the situation of the team, the organization and the flight level of the issues we work on.
For example:
- Work with a leadership team in a mid-sized company that wants to move from a time of silos toward a shared leadership team, unifying structures and resolving areas of tension among themselves.
- Work with the team of an owner-managed network of consultants who want to reposition themselves in the market together and develop a common mindset to do so.
- Work with a youth services team facing new challenges and build structures to respond well to declining predictability and increasing lack of resources.
What it could be about:
How about a no-obligation initial consultation?
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