High Flying Teams



Teams are highly complex social entities, and the influences on their performance are even more complex.

In our work with teams:

  • We use the overarching organising principle of Being-On-Purpose
    • Sometimes referred to as vision, mission, purpose, strategy or other terminology, and embracing values and therefore culture – ‘the way we work around here’, which binds into purpose. It requires a mutual understanding, alignment to, interpretation of and communication of the common purpose of why we exist, what success looks like, what’s important right now (as opposed to what’s urgent right now), etc.
    • We use our Triple Track Model, interacting at the individual, team and organisational level.
      • Self; any form of team development requires that the individual members embark on a journey of self-development including generating self-awareness of their behavioural preferences based on skill-sets, attitudes, language and relationship maturity.
      • Team; getting to know one another – really. Reading the Room so that we know our own strengths as well as knowing the other members, their strengths and what they can contribute. Working together in symbiotic harmony has a multiplier effect – that is the X-Factor in team advantage.
      • Organisation; ultimately the organisation is front-and-centre of any team activity. If the organisation does not win, the exercise has been marginal at best. This loops back to the overarching organising principle of Being-On-Purpose.

    Hey! I am first heading line feel free to change me

    Download the pdf attached here