Good work requires a good team. And the ingredients of a good team boil down to two words: happy and effective.
You want your team to reach common goals, collaborate and have fun in the process. That sounds easy enough. The challenge is managing the complexity of interpersonal dynamics, while running an operation, inspiring people to unfold their potential, while also owning their power in co-creating both results and a collective vibe. Team development is about replacing “we’ve always done things this way” with “why don’t we do this differently?”. It’s about detecting conquer-and-divide mentalities and showing how much more we can get done when we don’t stand in each other’s way. It’s about making room for trust, rather than demanding it.
For team development initiatives to be effective, they also need to consider the operational reality and context, which are becoming increasingly wild: Change on the road to digitalisation, an abundance of possible communication channels and tools for teamwork and innovation, a general acceleration of decision-making, the usual pressure to perform, all while secretly wondering “how do we foster humanness and a healthy sense of togetherness?”.
I love co-creating and facilitating bespoke team interventions that align a team’s effectiveness and overall happiness. My box of tricks is research-based and empirically tested. Having said that, here’s a stern warning: It only makes sense to hire me if you’d like to deeply enjoy the process and gently disrupt how you work together.