A team development in which patterns and core themes are addressed and solved.
“My management team does not really work together. For my department to be more successful, I need a top-performing troupe.”
On further inquiries, the divisional head of a group explains: “They are lone fighters. Everyone starts from his point of view. They all work well, they are top people, but when it comes to finding consensus where one or the other is said to be weak, there are conflicts and vanities that complicate daily processes. I’ve taken part in several development processes and workshops with them and they have helped with collaboration, but nothing hits the nail on the head. This lone attitude and the competitive thinking always lead to tensions and cost us time and money. We could be much more efficient if we approach each other differently and really work together.”
When is a management team really a team? What makes the difference between a collection of individuals and a team?
The quality of the connections to each other, the relationships. If they are superficial, the cooperation is also superficial. If they are binding, the cooperation is also binding. The way of dealing with each other shows the quality of relationships and vice versa. Missing interpersonal connections are usually compensated with a counterproductive hard gait and selfish behaviour. For a successful strategy and team building the relationship level must therefore be tackled:
— What does the management team stand for?
— Do the managers know each other?
— Do the managers know what strengths and weaknesses the others have?
— Can the managers empathize with the others?
— Is there a mutual level of understanding?
— Do the managers know what the others need or what they can handle only with difficulty?
— Do they treat each other with respect and appreciation?
All these questions are addressing the relationship processes and how they treat each other. By reflecting and answering such questions, one’s own personality development and interpersonal quality become visible. Obstacles, misunderstandings and tensions are illuminated honestly. What are the core topics? What repeats, what are the patterns in the collaboration of the team? All participants face the core issues that can be solved.
In the reflection process, the managers see where they are similar and where they are different. Suddenly one recognizes with respect to his colleague: “Now I understand why you block when I push! I always thought that you did not want to give me the information. It’s just the pressure that you dodge. We are different and approach our work in a completely different way.”
In order to achieve such “aha-experiences”, it requires protected development spaces and time to immerse in reflection processes. The different needs and intangible issues of how to get to work are made visible without assumed value. Due to the resulting clarity, the findings of these processes are transferred into everyday life. The quality of relationships is more genuine and therefore more binding in every respect.
The joint coordination and cooperation will improve efficiency in the long term. The managers develop appreciation for themselves and others. The reflected and thus clearer strategy-orientation causes everyone to strive towards the supra-personal goal. The new and stronger WE-feeling motivates to achieve top performance and pushes everyone forwards.