Our Performance Improvement Program (PIP) is the cornerstone of our work at Leading Teams.
It is a values-based approach to leadership, teamwork and culture change. For maximum impact the PIP is generally delivered over a sustained period and ideally encompasses an all-of-organisation approach.
The program provides a structure that empowers team members to become leaders, be accountable, and participate in open and honest reviews of performance. We provide teams with the necessary tools to develop functional dynamics within the group and create shared vision, behaviours and expectations.
What does a PIP involve?
Our PIP is tailor-made to suit the needs and objectives of each team or organisation, and as such will address the needs and challenges of your team directly through its design, including what we discuss and content to cover, who needs to be involved, when the workshops take place and how often.
However, the key areas we address are:
Our leadership development activities are underpinned by our belief that true leaders need followers and it is these followers that empower the leader to actually lead.
With this in mind, we have groups and individuals identify not only the tools required to lead, but also the leadership qualities and skills a good leader (in their environment) should display.
Our focus, and the reason for our success, is the practical application of the tools, qualities and skills, not just the talking about them. We deliver these programs that not only do teams understand what it takes to be high performing, but also each individual knows what they need to commit to doing; in our world, everyone plays a role.
This leads to the modelling, rewarding and challenging of the right behaviour in teams and a genuine commitment to help others in the team to do the same. We believe leaders are people that “see something, do something”.
We have had many success stories from our leadership programs – we believe that if there are high performing leaders, the team will be high performing.
There are no shortcuts to effective teamwork, but diagnosing the problem is often the first step to improvement. The foundations of a high performing team are always built around trust and mutual respect.
Team work has evolved over the years. Twenty-five years ago, when the founders of Leading Teams first started out, team work usually meant following the instructions of your coach or boss and doing it for the team without thinking too much about what they really meant.
As education and society have changed, the current generation is more likely to ask “What’s in it for me? Why should I do what you say? What will I get out of it?” They are not as keen on being told what to do; they want to play a role in making decisions. Staff engagement and empowerment are key to improving teams; establishing a framework of behaviour gives everyone an understanding of what it takes to be in that team and motivates them to act accordingly to drive their performance.
Our team development activities facilitate this empowerment process, which in turn leads to improved team performance.
One of the main elements of our model is developing strong professional relationships. To assist in this process, we often use the DiSC® behavioural profiling tool which is used by 75% of Fortune 500 companies. Each of our facilitators is fully accredited in DiSC® profiling.
The DiSC® profile is a non-judgemental tool used for discussion of people’s behavioural differences. It was based on research conducted by William Moulton Marston Ph.D. (1893-1947) and it helps individuals to understand themselves and others which in turn enables them to build more effective working relationships through enabling them to have genuine conversations. This increased understanding of yourself and your colleagues leads to reduced conflict and improved performance. So often these profiling tools are treated as a tick-box exercise; our focus instead is on the impact of each individual’s behaviour profile and how the collective of personalities can work together to drive performance.
At Leading Teams, we assist teams in challenging their current culture in order to achieve high performance.
Organisational or team culture is defined by the behaviours that we reward. If a counterproductive behaviour goes unchallenged, we are in fact rewarding that behaviour by default. In a business setting, a positive staff culture change would be one where people say “I am responsible for” and “we are responsible for”, rather than “I just work here”.
In order to make a change in an organisation’s culture, time needs to be taken to acknowledge these behaviours and give the team a chance to reflect on whether or not there is a better way of doing things. This doesn’t mean wasting time, apportioning blame, finding out who or what started it; instead it’s about putting energy into finding an alternative and then proceeding with a team culture change plan.
Organisational culture is all about behaviour and until you are clear about what behaviour you accept and what you don’t, you run the risk of building many other flaws into your organisation.
An agreed behavioural framework clearly states the behavioural standards required within the team and provides a supportive platform for proactive leadership. Proactive leadership means that if that someone sees inappropriate behaviour, they know they are empowered to challenge it, or conversely if they see productive behaviours, they can reward them.
Culture also plays a vital role in the induction of staff into a team. Most businesses have a formal, procedural induction plan to outline organisational policy. At Leading Teams, we emphasise the power of the informal induction where new members can ask questions like “How do I fit in here?” or “What really gets rewarded around here?” This gives new team members a clear understanding of what it means to work here.
Culture also influences the way a person exits an organisation. We like to think that when people leave an organisation they have the opportunity to leave the team in better shape than when they first arrived. Equally, if you let a person go with no dignity or respect, then it is quite possible that there is a flaw right through the organisation. If others whom remain in the organisation know that a person was treated poorly on the way out, it can affect their performance as well.
Who is the PIP suitable for?
Any given team.
We work in a wide range of industries in organisations of all sizes. Our Performance Improvement Program can be rolled out across the whole organisation, from the board and senior executive teams, right through to entry-level teams.
We work with individuals and teams across the corporate, sporting, government and education sectors. Contact us today to hear how we can help your organisation.