Why Team Coaching Matters
Questions We Hear . . .
• How can we dramatically—and quickly—improve our organization’s performance?
• What are the known pitfalls of transforming an organization and how can we avoid them?
• How do we ensure that our performance improvements will last?
• How do we create a culture of continuous change that will help us sustain competitive advantage in a constantly changing world
Navigating The Transitions To High Performance
• Effective teams, not abstract commitments to teamwork, are the real drivers of top-flight organizational performance.
• Real teams — not just groups of people with a label attached — will invariably outperform the same set of individuals operating in a non-team mode, particularly where multiple skills, experiences, and judgments determine performance.
• Being more flexible than larger organizational groupings, they can be more quickly and effectively assembled, deployed, refocused, and disbanded. And being more firmly and mutually committed to tangible performance results, they can more readily leverage their combined skills to achieve objectives beyond the reach of less tightly-bound collections of individuals.
• In fact, most models of the so-called “organization of the future” — “networked,” “clustered,” “non- hierarchical,” “horizontal,” and the like — are premised on teams surpassing individuals as the primary unit of performance.
• When managers seek faster, better ways to match resources with customer need or competitive challenge, the critical building block is — and will increasingly be — at the team, not the individual, level.
Source: Jon R. Katzenbach , Douglas K. Smith
An excerpt from The Wisdom of Teams: Creating the High-Performance Organization