A high performing organisation has a collection of well-functioning teams at its core. But as their world evolves perhaps by moving to a virtual space, even great teams can get stuck. Peculiar behaviours emerge that stop the team in its tracks. It is rare that people themselves are the source of the problem. Doubt, non-commitment, lack of trust, conflict – these behaviours are symptoms that something is awry in the work environment.
I support teams to unpick the interference. Sometimes, they need to learn new things. Sometimes, they need specialist knowhow for a period of time. Sometimes, they need help to simplify their processes or relationships with others. Sometimes, they need space to reflect on how to work better together using all the resources that they already have between them. As a result, the team stays glued together rather than stuck.
There are a number of ways that I help teams to improve their dynamics:
Our team diagnostics offer insight that enables more effective team conversations. Team dynamics can be affected by working context, supporting infrastructure, team competencies, people’s resilience and skill levels, and individual personalities. We explore the social capital that a team has from being physically together. The insight helps move the team quickly forward.
Team coaching helps improve collaboration, belonging and engagement within the team. We use online facilitation and coaching to help the team members find their voice and presence in the online space. We enable the team to develop their online relationships with each other.
Team building boosts the relationships amongst team members through raising their self and social awareness such as through their personality differences and team role preferences. We provide a team workshop supported by individual assessment and coaching discussions.
Our research and publications
We regularly conduct research around organisational relationships and their value to organisational functioning and performance. These relationships include employee-manager relationship as well as the informal grapevine and communities such as creatives, technology gurus, people managers and a host of others that are vital to an organisation’s functioning.
Mapping social networks in organisations
This research explored the adaptability of social network mapping, a methodology developed by anthropologists to understand different cultures, to the business context. It explores why we would wish to understand informal social networks in our own organisations. Insight from this research confirmed the importance of understanding informal social structures in our workplace and how these contribute to employee engagement, retention, and career progression.
Published by The Work Foundation, June 2003. Authors: Kelly Drewery and William Davies.
How can organisations measure the level of trust in their organisation?
Relate, the relationship mediator, recently promoted the idea of a Relationship Quotient (RQ) for organisations. The better the RQ of an organisation, the greater asset it becomes to the organisation’s functioning – more people feeling connected, supported and attached. We are looking at the impact of trust on organisations – the benefits and the costs of trust. In an environment where no organisation can really promise job security, are we better off focusing on building people’s resilience to change rather than building their trust?