Building effective teams

GłównaHome Building effective teams

A well-integrated team is a foundation of a healthy, dynamically growing company

Using the full potential of individuality isn’t just about management tools, but also the art appealing to a shared vision and values.

Situations we help in:

Building a team of employees is a real challenge. We know that not all elements always work together perfectly, so our goal is to improve this cooperation.

 

Contact us if:

A team doesn’t take advantage of the potential of diversity. Conflicts and differences of opinion don’t help the team mature, and inhibit the achievement of goals.

There’s a need to build synergies and cooperation based on shared values and a common vision.

A dispersed team needs to build good foundations and rules, and apply effective tools for everyday cooperation.

In the face of frequent changes, a team needs to develop the “agility gene”.

Where should you start?

Contact us to see if our tools and experience can help you implement change in your organization.

Write to us

Scope of support:

Building agile teams

Building agile teams

Agile teams are able to adapt to customer needs, and provide value at an adequate level. For this to be possible, the team needs excellent communication and must avoid toxins that destroy energy in the team. It’s important to learn some practical habits of monitoring the effects of work and of the continuous building of positivity in the team.

Contact us, if:

How to implement a customer-focused culture step by step in a team.

How to manage visualization of the results of each team member’s work.

What team routines create an agile work environment.

How to build trust and positivity through retrospection.

How to create a culture of quickly drawing conclusions, learning and implementing tested solutions.

Results of training sessions:

Building a customer-centric culture, where each team member knows how their everyday activities influence customer satisfaction.

Strengthening trust so that decisions are made quickly, meaning the team can be ready for trials, to quickly draw conclusions and adjust their work.

The implementation of several routines that increase the team’s ability to quickly build high Positivity and Productivity, despite changing conditions.

Building cooperation in a team

Building cooperation in a team

We believe that successful teams (high positivity/high productivity) build their maturity based on trust (the foundation of the Lencioni Pyramid). We teach how leaders and their teams can design experiences, routines and tools that help them through conflicts, develop engagement and build joint responsibility while achieving above-average results.

Substantive scope:

A shared vision and common goals in a team, building awareness of interdependence and joint responsibility.

Conscious building of Positive and Productive teams.

Building trust within a team (from trust to being engaged in results – based on the Lencioni Pyramid).

Understanding diversity and developing communication skills in a diverse team.

Constructive work alongside conflicts and differences of opinion in a team, and work based on building feedback.

Routines, norms, and habits that build a functional team culture.

Results of our training sessions and workshops:

Building a feedback culture.

Increased trust within the team.

Increased energy to achieve a shared vision and goals.

Implementation of habits and routines that build a mature team.

A team built based on "Colours"

A team built based on “Colours”

The 4Results “Colours” concept is a must-have for anyone who’s living among people. It addresses the key types of human behavior, explains them, and then converts them into a simple human instruction manual. It’s invaluable knowledge that improves communication, avoiding many misunderstandings, disappointments and stress.

Results of training sessions and workshops:

Understanding your own communication style based on Insights, Extended Disc, and 4Results Colours, as well as the impact of the style on the team.

Building awareness of values flowing from the diversity of colours for specific team members and the entire team.

Developing the ability to “get along”, agree on things, make decisions, and to confront each other using different communication styles.

Good use of potential, talent, and team roles.

Substantive scope:

What are “Colours” and what are their values in a team?

User manual for individual Colours – communication keys.

Synergy mechanisms in cooperation of similar and different Colours.

Development of communication skills in Colours, avoiding communication toxins characteristic of different Colour styles.

A team consciously built based on Colours.

Find out more

Teamcoaching

Teamcoaching

This is a process based on real work with teams, where they learn how to build on their strengths while avoiding obstacles and limitations to achieving goals. The result of team coaching work is a mature team in which values like joint responsibility, engagement and initiative thrive.

Results of the process:

Building a mature team.

The team knows how to build and revert to high Positivity and Productivity.

The team has developed routines, principles and habits of shared responsibility, engaging themselves in achieving results, building relationships, cooperation and good communication.

Results of “dispersed teams / virtual teams” training:

Specific goals and principles of cooperation that help dispersed teams maintain a common direction and energy.

Defined values and resulting routines, as well as behaviors that help the team maintain high Positivity and Productivity with minimal contact between team members and the leader.

Agreed roles and ways of monitoring the effects of work.

Teamcoaching process:

Determining the results and objectives of the team coaching process with the team leader (optionally with HRBP, the team leader’s superior).

4-6 hour meetings (depending on the size of the team) – a cycle of 4-7 team coaching sessions.

The last meeting is a team contract – it determines how we want to develop further, build cooperation and achieve goals after completing the process.

After each session, we suggest summarizing it and agreeing on the next step (team leader, HRBP, coach).

Each meeting ends with an agreement upon arrangements, actions and changes.

During the process, we use diagnostic tools, and team development, cooperation and communication models, e.g. Positivity – Productivity, Lencioni Test, Communication Toxins, Colour Model; participants receive these tools in a form that’s easy to use every day (e.g. reminders, applications).

Substantive scope:

For teams where contact is mostly done remotely, how to create conditions for the exchange of information, sharing experiences, building relationships, and maintaining good cooperation.

How to remotely verify the level of team Positivity and Productivity and make adjustments in the cooperation of a dispersed team.

How to agilely define the changing scope of work, roles and responsibilities.

How to build soft elements associated with trust, such as responding to conflicts, misunderstandings, mistakes and a lack of predictability (the VUCA era, changing customer expectations, etc.).

How to remotely conduct discussions, make decisions, and agree on common positions.

Management of dispersed teams and cooperation at the meeting point of departments

Management of dispersed teams and cooperation at the meeting point of departments

Dispersion and “team” are contradictory words, which is why we build such teams in a very special way – with much attention paid to communication routines, and a conscious leader being the driving force behind teamwork. See what “dispersed teams / virtual teams” training is all about.

Results of “dispersed teams/virtual teams” training:

Specific goals and principles of cooperation that help dispersed teams maintain a common direction and energy.

Defined values and resulting routines, as well as behaviors that help the team maintain high Positivity and Productivity with minimal contact between team members and the leader.

Agreed roles and ways of monitoring the effects of work.

Substantive scope:

For teams where contact is mostly done remotely, how to create conditions for the exchange of information, sharing experiences, building relationships, and maintaining good cooperation.

How to remotely verify the level of team Positivity and Productivity and make adjustments in the cooperation of a dispersed team.

How to agilely define the changing scope of work, roles and responsibilities.

How to build soft elements associated with trust, such as responding to conflicts, misunderstandings, mistakes and a lack of predictability (the VUCA era, changing customer expectations, etc.).

How to remotely conduct discussions, make decisions, and agree on common positions.

VR Teamwork

VR Teamwork

Many organizations are experiencing a time of returning to the office, forming new teams and re-integrating teams that have been working online for many months. New technologies, such as VR, are an attractive and effective tool to accelerate employee integration. We invite you to the closed VR Team workshop, dedicated to the “turbointegration” of employees.

For whom? For newly formed teams and their leaders, for teams that want to re-integrate and become Highly Performing Teams.

Find out more

Agile. Agile management {Ewa Błaszczak}

The book published by 4Results, “Agile. Agile management” explains the frequently difficult, English-language concepts of the AGILE methodology. It defines the basic concepts and principles in AGILE and outlines what factors are necessary to increase the probability of successful implementation of agile culture in organizations in Poland. And all this is written in a simple, friendly way with many business examples and more. A must-read for anyone, manager or employee, who would like to work in a more “agile” manner!

Our clients







Fill in the form - we will contact you!