About Teamformance®
Your Team Environment
You've hired the brightest, and perhaps even "the best" based on their track records or, for the entry-level folks, an absolutely raging, flag-waving potential.
But will they "work" (read: produce required results) for you? And will they do it together, effectively, efficiently, synergistically?
Your ability to evaluate their ability to work (that word again) together in a low maintenance environment (meaning: you don't have to hold a lot of hands and do a lot of counseling and consoling) will be a big factor in predicting either the degree of pleasure or pain you are about to experience.
And what thought have you given to the structure of the project team? Contrary to inexperienced, fanciful thinking, teams in borderless environments do need structure and organization. In fact, the performance requisite of responsibility and accountability is even more critical in informally laid-out organizations than in rigid, hierarchical bureaucracies; in the former the who (the people involved) become the focus of attention, while in the latter the what (the functional department block on the org chart) determines the identity for accolades or flamers. In the limited boundary organization cultures, it is not always clear who is in charge. And if your people are not responsible or accountable, what are your chances for success? (Perhaps just that - a chance, like the roll of unshaved dice.)
The success keys are: 1) the individual's assumption of the mantle of performance, 2) enabling each team member to perform at their best level, and 3) bringing them all together in a manner that makes this possible.
What Do You Need?
If you're the PIC (person-in-charge) for New Product Development, maybe you're tired (and more than a bit worried) of never being first-to-market or best-in-market, and of always being the most costly to produce. If you're the PIC for New Technology, you might be concerned why the really new ideas never see the light of day or capture significant market share when they do. If you're the Human Resources PIC, you may be at a loss to explain why your employee retention figure resembles the revolving door at The Marriott. If you're the Chief PIC, you may be frustrated that every new "whatzit" proposal arrives on your desk wrapped with an authorization request for enough new hires to fill yet another building (and the new building request is right behind it).
Are your teams a little out of sync? If you answered "yes," you've a different problem than if you thought "what teams?" How can we help?
How We Can Help
We'll help you take a look at your projects, your people, and your processes. We'll see if we concur with the form, function, and organization of your teams i.e., if you really have what you think you do. We'll use your own success figures-of-merit to see if the results are commensurate with the investment you made to achieve them. And in everything we do, we'll focus your customers into the picture; we'll ask you a lot, "Why are you doing this?" and, "How do your customers view this (if they see it at all)?", and we will probably not always be comfortable with your answers.
Then, we'll coach and work with you to put your TeamFormance™ (the effective combination of team formation and optimum performance) in-place.
How Do We Get Started?
First, you take the time (really) to consider if your teams' performances seem to be shy of the mark. Particularly in that one area you hate to put your own foot in. Then, you call Customer Manufacturing Group to discuss your pain or the mess. If it's something beyond the scope of an aspirin, we'll be glad to schedule a brief consultation with one of our partners. Perhaps the questions that we will ask may in themselves provide you with some valuable insight. We'd be happy to assess your needs.
We might recommend that you begin the solution process by availing yourself of our proprietary Teamformance Profile assessment. This will serve to not only frame the team performance problem as well as to identify many of its component elements. You may have a systemic issue, or maybe only an item or two in need of a tune-up.
You might find that the price of performance (same definition as "work" we discussed earlier) is a lot less than the cost of failure.
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