• Agile,  Coaching,  Leadership,  Organisation

    The First Question To Ask When Building Teams – Is This Really A Team?

    Written by Stefan Lindbohm and Viktor Cessan. Have you ever wondered why so many organizations fail at building effective and high performing teams despite offering so much support in different ways e.g. by managing people, by managing the environment, and by coaching teams? You’re not alone. This is often something that frustrates teams, coaches, and managers. You’d think that given all the support that teams receive, they would have great chances for becoming high performing. What our experience shows us, and research, is that it’s more uncommon than common for teams to get to a high performing state. While there are many reasons to why this happens, in this article…

  • Leadership,  Organisation

    Set Individual Goals With The Entire Team

    When we gather an entire team in a room and explore their collective knowledge gaps, interests, and their delivery goals or roadmap — setting individual goals together as a team will lead to increased performance and motivation. This is because individual goals become more relevant with the added context and because focus increases when there’s a clear and direct link between challenges, delivery goals, and learning objectives. If you straight up agree and would like to know how you can start setting individual goals a.k.a talent management with entire teams instead of with individuals I’ve created an exercise that you can run with your teams. Skip ahead to the exercise…

  • Coaching,  Facilitation,  Leadership

    Help Workshop Groups Collaborate Better, Faster, With The Workshop Collaboration Canvas

    It takes weeks if not months of interactions for a team to really come together and collaborate well. So when we put a group of people who don’t collaborate on a regular basis into a workshop and expect them to solve an important problem in a day or two, that group is unlikely to be operating at their collective best. But since we know this even before going into the workshop, we as facilitators can accelerate the group’s ability to collaborate openly and freely through different exercises. Working Agreements is a popular exercise that helps groups but it alone won’t get the group there because the participants are either not…

  • Agile,  Leadership,  Self awareness

    6 Ways People Resist Becoming T-Shaped — And How To Work Past It

    When people doubt or resist the T-shaped philosophy, it’s easy to assume that they just haven’t understood what being T-shaped means and why it’s valuable. More often than not though, I’ve found that a lack of information isn’t what’s holding people back. In my work with organisations and teams, I’ve come across 6 main reasons why people resist the trend towards being T-shaped. I’ve outlined these reasons for you below and have included some remedies that may help you and your teammates get past any hesitation. 1. Their identity is tied to their role Many people identify with their role. They may have worked with something for many years or…

  • Agile,  Coaching,  Facilitation,  Leadership

    How to use the Value Cards exercise to help your teams collaborate better

    Get the free DIY-version or buy Value Card packs. What do you think would happen if someone who values empathy, love, kindness, respect, and humility were to join the same team as someone who values boldness, success, fame, influence, and reputation? Do you think they would collaborate well from the get-go, making use of each other’s unique perspectives to complement and improve upon their ideas? Or do you think they’d be more likely to struggle, misunderstand each other, and face their share of conflict? You’ve probably seen the latter in action. And, to be fair, it’s a much easier pattern to default to. But it doesn’t have to be that…

  • Feedback,  Leadership

    The Four Intentions Feedback Model

    Two years ago I worked with a team that struggled with delivering feedback to each other. Team members would try to express something to either raise each others performance levels or to improve working relationships, but somehow something would always seem to go wrong and they ended up triggering each other. This damaged their productivity and morale to an extent that several people left the team. The remaining team members went through feedback training and coaching, and we looked at how the intentions behind feedback are the foundation for constructing constructive feedback. For example, feedback about performance and feedback about working relationships sound very different but the members of this…

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