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Effective People

Winning Attitudes

Collaborative Teams

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:

  1. Analysis
  2. Reflection
  3. Strategy
  4. Optimization
  5. Execution

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

  • The “coping cycle” is a dangerous organizational condition in which a team bleeds revenue and leaks power as the result of team members exhausting their energy on coping with adverse cultural or operational conditions.
  • What makes the coping cycle so insidious is that it amplifies itself. As people cope with what’s holding them back, they eventually fatigue, which worsens the adverse conditions. This means that even more energy must be exhausted to cope.

Here is what happens when teams are coping:

  • Execution suffers
  • Anxiety rises
  • Time and effort are wasted
  • Self-preservation takes the place of customer focus
  • Leaders become controlling
  • Communication deteriorates
  • People isolate themselves
  • Frustration triggers misbehavior

SOBERING STATISTICS

  • 66% of all employees in the American workforce are disengaged (Gallup)
  • 61% of employees are burned out on the job (CareerBuilder)
  • Only 10% of people have natural leadership abilities (Gallup)

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.

Here are the facts:

  • Team performance mirrors individual performance
  • Chronic underperformance always has chronic causes
  • Many teams are limited by unconscious, toxic thinking habits that impede progress

EVER WONDER WHAT IT WOULD BE LIKE IF . . . .

  • You and your team were at their very best?
  • Expectations were clearer?
  • You had more control over your strategic environment?
  • Communication was more effective?
  • You and/or your team significantly improved in a short period of time?
  • There was less frustration and more engagement?
  • People trusted each other more?
  • Workplace relationships were more constructive?
  • It was more fun to come into work every day?
  • You had more confidence in the future?
  • Troubles from the past did not haunt you or your team?
  • Resources and opportunities were more abundant?
  • Leadership talent was continually growing and developing?

HERE IS THE GOOD NEWS!

  • You and your team were at their very best?
  • Expectations were clearer?
  • You had more control over your strategic environment?
  • Communication was more effective?
  • You and/or your team significantly improved in a short period of time?
  • There was less frustration and more engagement?
  • People trusted each other more?
  • Workplace relationships were more constructive?
  • It was more fun to come into work every day?
  • You had more confidence in the future?
  • Troubles from the past did not haunt you or your team?
  • Resources and opportunities were more abundant?
  • Leadership talent was continually growing and developing?

WHAT OUR CLIENTS SAY

Case Study

“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.

You know where you want to be….

….we've got the road map!

PERFORMANCE UNDER PRESSURE

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