Collaborating well takes thought, planning, communication, understanding, respect, humility and learning. When it works, it seems that groups of humans can overcome almost any obstacle. And when it doesn’t, it appears that we revert to childlike behaviour, sometimes missing our target by a long way.
Category: Team development
Overdone strengths (when strengths are overused or used in the wrong way leading to negative performance) are one of the greatest sources of risk to effective performance and career success. Yet, our research and experience indicate that most people are completely unaware of what happens
It is widely acknowledged that teams will play an ever greater role in the workplace of the future, as organisations compete globally and need more diverse, agile and collaborative teams to tackle complex tasks and challenges such as implementation of disruptive technologies like AI. However,
How can team leaders ensure that they get the most from teams and leverage the ‘team multiplier’ effect in the context of performance management?
Featured on HRZone The strengths approach to talent assessment and development has been around for almost two decades. Although many of the ideas behind the approach are decades old, the modern positive psychology and strengths movement sparked a different way of thinking – that a
Never has there been a better time to unleash the power of team strengths. With a drawn out and bumpy economic recovery in progress and ongoing restructuring of organisations, departments and teams, many employees are suffering survivor syndrome and general ‘change fatigue’, often being left
Last week I attended by far the best leadership programme I have ever attended. As a relatively new sales leader I was introduced to an ‘essential leadership’ three letter concept known as DAC; Direction, Alignment, Commitment and I wanted to share my reflections on how
Many managers and leaders we meet struggle with tough feedback conversations. They don’t like criticizing people and worry about not only the conversation, but also the relationship and motivation of the employee after the conversation. This means they end up adopting one of three sub-optimal
Research shows that the most cohesive and successful teams have a diverse and complementary range of strengths. But team effectiveness is not just about the quality of its component parts; it’s also about how effectively these parts – particularly team members’ strengths – are combined
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