WORKSHOPS » core competencies

Our team dynamics survey assesses the tendencies of teams against the criteria of great-performing teams. We then help teams build 7 core competencies for crystal clear interpersonal communication and extraordinary team collaboration:

1. learning agility. Discuss and rethink traditional ways of doing things. Create new insights in otherwise routine conversations. Create mutual clarity and understanding. Actively invite people's views and offer alternatives. Change behavior quickly based on the demands of the project or customer. Reevaluate decisions when presented with new information. Readily integrate changes midstream when there's a better way. See the merits of perspectives other than their own. Is open to new organizational structures, procedures. Willing to fail early and often in order to succeed sooner.
2. we-centric. Team success comes first. Commitment is gained before making decisions. People treat each other with equal respect, regardless of title or tenure. Support is gained for meeting objectives by acknowledging resistance and fears, addressing questions and concerns, and accommodating colleagues to the extent possible without undermining the overall effort. People understand how specific actions will impact stakeholders. Achieve win-win outcomes by identifying common interests, clarifying differences, and achieving consensus or intelligent compromise.
3. candor. People aren't afraid to speak up when things aren't working. There is an honest environment for exploring different points of view, keeping minds and dialogue open. Politically sensitive issues are addressed without making people uncomfortable. Ask the obvious or unpopular questions. People are open to concerns and receptive to candid and constructive feedback.
4. personally accountable. Contributes to and owns commitments made, and is responsible for results. People don't blame others when bringing up problems and include others who deserve credit for success. Mistakes are quickly revealed without hesitation so others can learn from those mistakes. Doesn't take failure or success too personally.
5. team awareness. Recognize when team and individual ego is balanced and when it's not. Tactfully shift the momentum of a meeting or a project when the early warning signs of poorly managed ego appear in others before it hurts productivity or affects talent. Understand the reasons behind people's actions. Modify behavior in accordance with others needs and objectives by listening and responding to others in a constructive way.
6. leadership confidence. People lead with their ideas rather than position, power or politics. People hold respect for each other and keep their minds open in emotionally charged or difficult situations. People recognize group contributions rather than clamor for personal credit. Individually, people aren't intimidated, and don't intimidate others. Expertise and talent is shared without dominating a conversation or meeting with it.
7. constructive debate. Engage in rigorous debate without losing control. Defend ideas without being defensive. Access what people are really thinking to ensure all information is on the table for making the best decision. Structure conversations to encourage the challenge of ideas. Manage politically charged situations in a way that moves the team toward a productive end. Persist in listening despite obstacles. Help others overcome resistance to change. Think expansively by combining ideas in unique ways or making connections between different ideas.