A huge source of conflict in the world is the ungrounded assumption that, "Everyone sees the world the same way that I do". Ennea International's use of the enneagram (included in the 5LQ™ Personal Feedback Report) not only reveals the Enneagrams' nine different ways of being in, and seeing, the world, it also reveals the underlying driver that causes people to have their particular, often fixed, view. This understanding is a key that unlocks personal growth.
Often, when teams aren't functioning optimally, we find that the cause is seldom about the technical ability to do the job. Instead, it is far more likely to reside in the quality of interpersonal relationships e.g. conflict caused by a lack of understanding or intolerance for different behavioral patterns. Understanding the nine behavioral styles revealed by the Enneagram is one of the most powerful ways to unlock the mutual understanding that is key to good relationships – the kind of relationships that are essential for a high performing team.
In order to become high performing, a team needs to understand how a high-performing team operates, be inspired to strive for this vision, understand where the team currently is in relation to high-performance, and navigate the developmental route to that vision. We firstly unpack the 'current narrative' in the team and measure this against a well-researched team stage model in order to locate the starting point. Depending on the team's developmental challenges, we facilitate either a one-day TDD or two-day TPP off-site workshop to begin this developmental journey.
Understanding differences can take us only so far; navigating them effectively will take us even further. No team can move to high performance if its members cannot deal skilfully with conflict. In this, the first of six one-day off-site action learning modules, we introduce and practice a simple and effective methodology for dealing with conflict.
Next, the team members need to become skilful in offering and receiving feedback. In this one-day skill-building module, we help the team clarify a feedback model then practice offering and receiving feedback real-time, using real themes in the team. We then, as with all the skill modules, require team members to commit to, and be accountable for using and practicing feedback in the workplace.
The next important step is to establish trust and create shared values and alignment in the team. Trust is an essential element in any high quality relationship, including in the context of high performing teams. In this module, we explore what trust is and what is practically required to earn it. The team also explores and defines shared values and what these mean behaviourally in the context of the organizational value framework.
It's then important to remove divisive 'silo mentality' and enable the team to develop the capacity to think together in collaboration in order to solve real business challenges. In this module we introduce and practice an easy-to-use model that enables creative problem-solving through team collaboration. In practice sessions, the team works with real business challenges they are currently facing.
This module is designed to help team members acquire the skill to help others think through and solve their own challenges and workplace problems rather than the team member diving in and solving problems for them. Essentially, team members become thinking partners for others rather than problem-solvers for them. Here people are taught to communicate in a way – using active listening and open questions – that gets others to solve it for themselves.
In order to sustain high performance, a team needs its members to display resilience – the ability to bounce back from difficult or stressful situations. This module facilitates the development of inner strength at the level that enables each member to face challenges with confidence and self-assurance.
OUR SUCCESS IS NOT ONLY DUE TO THE QUALITY OF OUR WORK;
IT'S DOWN TO ATTITUDE, OUR APPROACH AND THE WAY WE TREAT OUR CLIENTS.
We aim to influence others in a positive way and we are equally open to being influenced.
We keep our promises and commitments, and communicate pro-actively if, for some reason, we can't.
We individually and collectively hold ourselves accountable for the quality of our work and our interactions with others.
We are willing to take calculated risks and make mistakes. We learn from our mistakes.
We foster a culture of innovation through ongoing research into new practices.