Low dynamic teams?
Too low level of knowledge and expertise?
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[tabset style=”vertical”] [tab title=”Improve the performance of management/ operational/project teams” active=”yes”]
Owning a number of star players, does not necessarily imply that a good team standing on the field. Top teams in the sport know this and invest in team development. In the business world we often see the opposite. Teams have no or vague goals and at the end of the day they do not know whether they have met the (non-formulated) expectations. Roles and responsibilities are often unclear, and there are few moments where there is a good debate and dito cooperation. Competencies are often narrow and limited to the subject-matter expertise of the team. The teams are often dependent on other (often ineffective) teams such as maintenance, quality, IT, … This results in low synergy levels and a low degree of involvement. The famous 9 to 5 mentality is a consequence of this. How do we want to compete this way in the champions league?
Lead teams to higher performance levels by working on: goals, processes, roles and responsibilities, cooperation and competencies.
We developed a self-assessment for teams. This allows them to evaluate themselves on a set of characteristics and to grade themselves on a scale from 0 to 4. This classification will be the basis for defining the ambition level of the team. These ambitions are translated into a gradual development plan. To ensure maximum success it is recommended to have the team coached by our experienced consultants.
[/tab][tab title=”Improve collaboration within problem-teams” active=”no”]
Most organizations do have a “problem” team somewhere. They often do not know how to deal with it. Letting things take their course is usually not the best solution. This also increases the risk of contamination of other teams, which can quickly lead to an unproductive company culture.
Improve the cooperation within the “problem”-team.
To tackle these issues we follow two tracks. At on hand we look at the “hard” variables such as: team design, roles and responsibilities, … . On the other hand we will investigate in-depth on the “soft” variables such as: confidence, motivation, sense of duty … . Because these type of problems cannot be dealt with in a standard way, we always propose a tailored approach.
[/tab][tab title=”Training, coaching and support of teams and/or individuals” active=”no”]
What is the link between skills and profitability or competitiveness? Let us give a simple example. Which of the following candidates would you like to hire? Candidate 1: has a good level of subject-matter expertise. Candidate 2: has a good level of subject-matter expertise and masters a wider range of operational tasks. Candidate 3 has the same competencies as a candidate two and has also some experience with tasks in other domains (eg maintenance tasks, logistical tasks, ….). Candidate 4: has the same competencies as candidate 3, but also possesses great problem solving skills.
Improve the profitability and the competitive position by increasing the competencies in a structured and well-planned way.
In a first step, the gap between the current and the desired competencies is mapped. Then a development plan is drafted. Our consultants can help with the realization of this development plan through training, coaching and support of employees and / or teams.