PERFORMANCE UNDER PRESSURE
Is your team COPING or THRIVING?
Because your team matters….so does your mission….and you see an opportunity to get better. Your people are rock stars, but you know they have another gear – and you’re ready to make the shift.
As an organizational leader, you don’t want energy wasted on copingwith barriers to high performance – energy that’s better spent on innovation, collaboration, and productivity. Because of the pressures and demands of your work, your team’s culture is chronically tested. You’re eager to find ways to unleash the full capabilities of your people.
“Having potential gets old, fast.”
– John M. Collins
We Know What You Need to Do
Our experience shows there’s a sequence of steps that all people and teams must prioritize before they achieve a new and higher level of excellence:
Each of the above steps can be accelerated when facilitated the right way, allowing any team – under any circumstances – to redirect energy being wasted on coping toward behaviors and practices that enable thriving.
Understand the Coping Cycle
Here is what happens when teams are coping:
GOOD vs. GREAT
There is evidence that the gap between improving teams and decaying teams is accelerating. Here’s why:
The greatest teams are great because they’ve made continuous improvement a singular focus in their cultures. Despite being highly effective, they are quick to identify weaknesses and put forth the effort needed to convert those weaknesses into strengths. As a result, their upward trajectory is steep, and their progressive momentum is strong.
The worst teams are those whose members no longer feel relevant, which is the ultimate human tragedy. When this happens, all energy is wasted on coping and simply getting through the day. All progressive momentum is lost so, with each passing day, the team falls further and further behind. Without a major shift in circumstances or motivation, the team in decay has a rendezvous with eventual catastrophe.
GREAT TEAMS KNOW WHEN TO SHIFT GEARS
A team that underperforms is not necessarily a “bad” team. It simply means that, with a new approach, it could be functioning at a higher level of excellence.
EVER WONDER WHAT IT WOULD BE LIKE IF . . . .
HERE IS THE GOOD NEWS!
WHAT OUR CLIENTS SAY
“John was fantastic. He was incredibly engaged with the group and very knowledgeable.”
“John is very engaging and professional. He is very effective at sharing stories that enriched the content as well as provoking new thoughts and insights from our team.”
“I really enjoyed how enthusiastic and knowledgeable John is.”
“I enjoy the fact that John had so much experience with his personal work to share and made it more relatable.”
“I am much more secure and confident at work….I feel like I am contributing to the team and have something valuable to offer. I realize that the opportunity to work with John and have a second chance is not something that every firm would have offered to a young associate with essentially two strikes.”
“I’ve never had training with so much engagement from the instructor! It’s clear that you really care about your students. . .”
“When a client decides to invest in the future, I become part of the team.”
John M. Collins MA, SHRM-SCP
Executive Coach | Leadership Strategist | Facilitator
In 2019, John Collins worked with a scientific laboratory in the southeast over the course of 12 months. During his coaching sessions with the laboratory’s managers, he identified a systemic communication problem that was preventing the leadership team from working cohesively as a unit. The impact was adverse, leading to decreased leadership confidence and sagging employee morale. Through a combination of instruction and reinforcement coaching, John helped the leadership team establish a robust meeting and communication process that improved the relationships between the managers, raised their confidence, and led to more effective and consistent communication with the laboratory staff.
When John first began working with the laboratory, its director had announced her retirement, causing tremendous anxiety and uncertainty. In particular, the quality assurance manager was struggling to design and implement a strategy that would allow for a smooth transition of the quality assurance system. Adding to the challenge was the upcoming inspection of the laboratory by accreditation assessors. Through coaching, mentoring, and collaboration, John provided support to the quality assurance manager who successfully negotiated the inspection and transitioned the quality assurance system during the hiring and onboarding of the new director.