First, what we can achieve together…

INDIVIDUAL DEVELOPMENT, each member is developed in order to become more engaged in its team/organization as well as to have its skills and strengths improved.

COLLABORATIVE ABILITY, the team develops a shared mind-set, in which the collaboration becomes a key-factor of its interactions in order to help each other to keep sharing its responsibilities and accountabilities.

TEAM/ORGANIZATIONAL OUTCOMES, the team becomes very responsible in achieving its purposes as better as they can in order to deliver the best outcomes for its stakeholders (internal and external clients).

Second, our simple secret …

We have used a simple and successful 5 stages development system for team effectiveness. Its purpose is to keep a process, in which the team builds the autonomy to create a strong team purpose by transformation – to develop skills and strategies by learning – to generate great outcomes by performing – and to manage its effectiveness by ongoing evaluation and improvement.

1.Assessment, we will have the first meeting with the Company’s HR and/or department in charge of Training and Development in order to pre-assess the team needs and wants. Through that, we can design a very tailored training and coaching intervention for the team. Our assessment combined with semi-structured interviews and the Team Diagnostic Survey (TDS, up to 80% of predictivity). Also, during the whole training, the team is assessed.

2.Awareness, during this stage of the training and coaching intervention, a shared understanding of team effectiveness, and its key conditions for a strong team foundation is built.

3.Development, during this stage in the training and coaching intervention several skills are developed including collaborative ability, team effectiveness conditions, and team coaching- performance strategies. Also, the team design action-plans to address it’s needs and goals effectively.

4.Performance, during this stage and after the training and coaching intervention, the team will perform its action-plans and strategies toward great team effectiveness.

5.Evaluation, this stage is continued throughout the training and after the training and coaching intervention. The team coach will discuss with the team the achievements, needs, and performance that they have learned to improve. During this process, the team receives follow-up and feedback for its ongoing improvement.

Combined to a successful approach…

Simplified, we are happy to share with you that after years of research and experience with teams, we have reached a great level of maturity with this successful approach of team effectiveness. And, we can transform that into a simple and smart way of teaching and learning.

Reliable, our training and team intervention are based on the approach developed by the pioneer in team effectiveness, J. Richard Hackman, who was the Professor of the University of Harvard.  Also, this approach has generated a very positive impact on many organizations and researching studies for over 40 years. So, it is definitely a reliable approach to develop and improve teamwork.

Successful, despite it being a very well-known approach in high impact research developed by prestigious Universities such as Harvard, INSEAD, Stanford, etc. This approach also provides evidence in the practical field with successful outcomes. And our services can guarantee that.

Focused, this approach has a strong focus in team effectiveness which is very important for us. Through this focus, we can develop positive results for individuals, teams, and organizations. Also, it brings team coaching expertise providing the possibility to assess and to develop strategically the needs and strengths which the team cannot currently achieve by itself.

Hackman’ Model

Why disengaged employees* cost $483 billion to $605 billion each year in lost productivity?

This question is a piece of great evidence to illustrate how companies, no matter where (multinational and national, large and small), lose a lot of resources when employees are disengaged. The correlation between employee’s disengagement and team effectiveness is very strong, in which the factors for great employee engagement are those to build great teamwork. Also, disengaged employees come from poor-designed teams. Therefore, the approach we use to develop teams cover all these factors, especially with proven success in teams and organizations.

J. Richard Hackman, the pioneer in team effectiveness and Professor of Organizational Psychology at the University of Harvard, developed this very successful and reliable approach based on over 40 years of research and organizational interventions in partnership with prestigious consulting companies and Universities. The beauty of this approach comes from its ground-breaking:

“No matter the type of team, the personality traits or leadership styles your team has, the great teamwork is developed through certain enabling conditions necessary to build a strong team effectiveness foundation.” 

Great teamwork is not a cause, but a condition. That means, companies can have good training, outstanding team leaders and high-performance team members, while still having challenging problems within teams. Or, we can have the opposite scenario, with effective and healthy teams. In summary, great teamwork does not work like medicine, in which the problems or symptoms are addressed with certain solutions. But, it happens when the team develops and builds a strong and healthy team foundation, in which no matter the problem or type of team, it still healthy, reflecting its great condition as a team. And, that is exactly OUR BIG PURPOSE, to develop with your team and organization the enabling conditions for a great team effectiveness foundation.

Here, we will summarize the 4 enabling conditions for team effectiveness, using some reliable data from Gallup’s report and some key questions.

Compelling direction, it is the shared vision the team has about its purposes in order to drive its perception, motivation, and emotions toward its effectiveness.

“Is your team committed with what it has to achieve and with its purposes?”

“Are there clear strategies to effectively achieve its purposes?”

“Does your team strongly care about the results it has to achieve?”

40% employees strongly agree that the mission or purpose of their team/organization makes them feel their job is important. By moving that percentage to 40% more, organizations could realize a 41% reduction in absenteeism, a 50% drop in patient safety incidents and a 33% improvement in quality.”

“Employees cannot energize themselves to do all they could do without knowing how their job helps to fulfil a higher purpose.”

Strong team structure, it is how the team design its tasks, norms of conduct and set of skills/knowledge to effectively achieve a strong structure toward its effectiveness.

“Has your team shared appropriate tasks among group members?”

“Has your team built clear and helpful norms of conduct and performance strategies?”

“Has your team developed a balanced and shared set of skills/knowledge to address effectively its purposes?”

40% of employees strongly agree that when they are at work, they have the opportunity to do what they do best every day. By moving that percentage to 40% more, organizations could realize an 8% increase in customer engagement scores, a 14% increase in profitability and a 46% reduction in safety incidents.”

“One of the most powerful strategies a manager and organization can implement is providing employees with opportunities to apply the best of their natural selves — their talents — as well as their skills and knowledge.”

Supportive Context, represents the support given by the organization and foster by the team in order to guarantee a great teamwork environment.

“Has your team the appropriate set of resources and information?”

“Has your team provided the appropriate rewards for its members and itself?”

“Has your team an effective and positive educational system?”

30% of employees strongly agree that in the last seven days they have received recognition or praise for doing good work. By moving that percentage to 30% more, organizations could realize a 24% improvement in quality, a 27% reduction in absenteeism and a 10% reduction in shrinkage.”

“Employees who do not feel adequately recognized are twice as likely as those who do feel adequately recognized to say they’ll quit in the next year.”

Expert team coaching, it is the social and coaching support provided to the team in order to help the team to achieve a great shared collaboration and effectiveness.

“Has your team provided available coaching for its improvement?”

“Has your team received positive and appropriate support from its members/leaders?”

“Has your team addressed its problems with helpful interventions?”

30% of employees strongly agree that there is someone at work who encourages their development. By moving that percentage to 30% more, organizations could realize a 6% improvement in engaged customers, an 11% improvement in profitability and a 28% reduction in absenteeism.”

“Employees need help navigating their career, whether that is through coaching, exposure, and visibility, or challenging work assignments.”

Just by improving how the team perceives its purposes with what they do at work, an incredible change can be achieved. So, imagine how powerful it is, if you develop with your team and organization the 4 enabling conditions for great teamwork.

Is that what you want for your team effectiveness?

Our training and coaching can guarantee this effectiveness for you!

*(All the numbers and quotes we use are from Gallup’ report based on a survey with 195,600 employees from a wide variety of industries in 2017. Know more: