C A T A L Y S TC O N S U L T I N G

ALIGNING AND OPTIMISE TEAM EFFECTIVENESS ANDCROSS-TEAM COLLABORATION FOR REAL BUSINESS

RESULTS2 0 1 9

HIGH

PERFORMANCE

TEAMS OVERVIEW

Team performance = organisational performance

▪ Craft and cascade strategy

▪ Manage diverse functions

▪ Commission projects

▪ Create new ideas

▪ Review operations

▪ Monitor progress

▪ Negotiate agreements with external stakeholders

▪ Lead change

Increasingly, the strategic and financial success of companies is tied to the ability of work teams to deliver more new products to the market with ever-rising quality in customer service. Organisations try

to harness multiple systems and information streams to support improvements in these two area’s. Most top managers correctly realise that the complexity of these information streams and organisational

systems to process them will only be as good as the company’s work teams.

Teams out perform individual efforts

▪ Teams tend to perform better at solving problems than individuals

▪ brainstorm problems … wider range of factors ….enhanced logic flow … more new and original ideas … wider range of potential solutions … more accurate assessment of consequences … solve problems more accurately and quickly

▪ The strongest single factors in determining a multi-disciplinary team’s performance are:

Heterogeneity – or difference

Effectiveness – ideas, problem solvingTime required for discussionPotential for conflict

Cohesiveness – or alignment, belonging, commitment

PerformanceInclusionStress managementSelf-esteem

Often the reality is a little different …

Why teams fail x 10

1. Disempowering leadership

2. Inadequate resources

3. Fuzzy or constantly changing

goals

4. Lack of accountability

5. Poor alignment

6. Eroded trust and respect

7. Inconsistent communication

8. Destructive interactions

9. Ineffective relationship skills

10. Lack of resilience

Source: Diane Boivie

The 5 dysfunctions of teams

HEALTHY TEAMS …

▪ Trust team members

▪ Unfiltered debates

▪ Commit to decisions and

plans of action

▪ Hold each other

accountable

▪ Focus on achievement of

results

Adapted from: Patrick Lencioni

High Performance Team session objectives

▪ Explore the success factors of a high performance team and assess against this

▪ Clarify the value proposition of the team – purpose, mission, benefits, legacy

▪ Identify priority issues and opportunities to realise our purpose and value proposition

▪ Develop a deeper appreciation of each other through shared experiences, sharing personal profiles (personalities, strengths, low energy areas, team role preferences) and giving and receiving feedback

▪ Understand the implications of individual profiles on team effectiveness and develop principles to adapt and support each other to optimise strengths

▪ Clarify expectations between the team leader and team members

▪ Develop skills in crucial conversations and start practicing these by working through individual and team crucial conversation topics

▪ Agree to a team behaviour charter and a process for measuring and developing the behaviours agreed to

▪ Identify priorities and a plan to continue developing the team and individual capability

High Performance Team session benefits

▪ Leadership team aligned around a common high performance organisationalframework

▪ Leadership team aligned around agreed values and behaviours to drive the culture of the company toward a high performance organisation

▪ Clarity on the issues that are enabling and inhibiting performance, leadership and team effectiveness

▪ Leadership team aligned around the priority actions required drive a high performance organisation

▪ Improved team effectiveness of the senior leadership team

▪ Many obvious but unspoken “dead cat” issues discussed, demystified and addressed

▪ High-level change journey plan outlined and action plans agreed

High Performance Teams modules

Team Strengths

• Team strengths review

• Implications and

recommendations to

optimise strengths and

manage potential weak

areas

Expectations

• Team leader expectations

• Team member expectations

• Reality check and

commitments

Crucial Conversations - Team

• Identify the crucial

conversations standing in the

way of high performance

• Clarify real issue and

recommendations

Crucial Conversations -

Individual

• Identify crucial conversations

that need to be had to clear

the air between team

members

• Individual feedback process

• Individual contracting

High Performance Teams

• Changing world of work and

team context

• High performance team

framework & assessment

• Team vision, mandate and

value proposition

• Team barriers and priorities

Individual Strengths

• Individual strengths review

• Getting to know each other

through sharing strengths,

potential derailers,

preferences and

contributions

• Leadership story-telling

Module 1 High performance teams and impact of individuals

Module 2Team strengths and

expectations

Module 3Crucial Conversations

Team activities and skills

(throughout session)

• Team activities to build

awareness and insight\

• Skills sessions to enhance

team effectiveness eg.

deep listening, crucial

conversations, feedback

Team commitments

• Team behaviour charter

• Team action plan

Module 4Team skills and commitments

How do we get support and measure our

progress?

KnowledgeWhat the change looks like

Journey map

AbilityKnowledge, skills, behaviours, mind-sets

Process alignment

DesireVisible Leadership commitmentDesire for change by Employees

High performance teams journey example

AwarenessWhy important to change

ReinforceMeasure, monitor, manage

What does a high performance team look and

feel like? How do we rate ourselves against high performance

team?

How do we build a high performance team?

What are the crucial conversations we need to

have as a team?

What are the crucial conversations we need to

have as individuals?

Team development journey - example

Team development is not a once-off event, but consists of on-going opportunities to reflect, interact, give and receive feedback, learn and grow. The journey is experienced at an individual, team and organisational level often simultaneously. An example of a typical journey is outlined

below

High Performance Teams Workshop

Diagnostics andCustomisation

TeamCoaching

Team Sessions& Modules

• High performance teams |framework

• Survey results & priorities• Activities to gain insight• Crucial conversations• Feedback to each other• Team behaviours charter• Plan the journey

• Interviews to establish organisationalcontext, history, existing strategies

• High performance team survey• Personality/strengths survey

• Observe the team in action• Feedback observations• Identify specific behaviours

or patterns (culture) that impacts the team

• Set learning goals• Agree sessions or modules

that are needed

• Team modules or sessions on any related topic e.g:

• Personal mastery• Emotional Intelligence• Communication skills• Team problem solving• Team conflict management’• Crucial conversations• Role clarity and expectation

management• Managing change• Understanding purpose• Aligning values• Derailing behaviours• Many others

Alignment with personal vision and legacy, team performance, behaviours and team spirit AND organisational results and stakeholder management

individual team organisation

UMU Survey: Do you think employees/ leadership are living the behaviours?

Average scores per behaviour.

3.8

3.3 3.43.1

3.02.8

4.03.8 3.8

3.4 3.53.3

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0

4.5

5.0

Safety First Act as an

Entrepreneur

Learn, to Improve Support over Control Collaborate through

Trust

Keep it Simple

Behaviour Averages (High to Low)

Heineken Employees Heineken Leadership

5 Absolutely, all the time

4 I see a lot of this happening

3 Sometimes, sometimes not

2 Only when people are looking

1 What are you talking about

Rati

ng

Personal profile and charter

s xx

My Personality Impact

My purpose and vision for myself My Strengths My Growth Opportunities

My Values impact

Behaviour Rating1-5

Focus area

Safety First

Act as Entrepreneurs

Collaborate through Trust

Keep it Simple

Learn, to Improve

Focus on Support over Control

Desired futureDefinition of success?

Current realityWhere are we now?

The journeyHow do we get from

here to there?

High Performance Teams – Success Factors

Structure

Purpose

Charter

Responsibilities

Team roles

Governance

Scorecard

Process

Processes & tools

Communication

Creativity

Confronting reality

Conflict mgt

Diversity mgt

People

Engagement

Accountability

Commitment

Trust

Respect

Team spirit

Leadership

Leadership

Culture

Cohesiveness

Empowerment

Role Model

People Management

Heineken Behaviours

Top performers build a system, not just a structure

3

1

2

4

5

Make good decisions and make

them happen

Provide compelling direction and

leadership

Define clear

decision accounta-bilities

Develop and deploy talented

people

Excel at frontline

execution

Instill a high perfor-

mance culture

• Compelling vision and clear priorities

• Cohesive leadership

• Right people in right jobs

• Aligned measures and incentives

• High performance values and behaviors

• Capacity to change

• Clear roles and accountabilities for the most important decisions

• Structure aligned with source of value

• Superior execution of mission critical activities

• Effective and efficient G&A (support)

Source: Bain & Company

PERSONAL VISION, IMPACT & LEGACY

High Performance Team Results

3,50

3,17 3,17

3,67

3,33

3,00

2,672,83

2,00

2,67

3,00

4,00

3,67

2,83

3,67

3,17

3,50

3,00

3,33

3,83

2,17

2,83

3,83

3,33

0,00

1,00

2,00

3,00

4,00

5,00

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High Performance Team

Approach to team learning

The most important element of team sessions is to encourage and hold the space for honest, authentic conversation that is constructive and relevant and builds understanding, intimacy and

trust between team members. Elements of our team sessions include the following:

▪ Learning is interactive and experiential

▪ Knowledge sharing is focussed on key issues with practical examples

▪ Group work and learning is encouraged

▪ Use of visual aids and video clips to enhance learning

▪ Many tools for application back at work

▪ Clear commitment to behaviours and actions

Sustainability and follow-up

▪ Executive coaching has proven very effective in accelerating and sustaining leadership and team development

▪ In addition, workshops on core leadership and personal mastery topics to raise exposure and knowledge and to practice with colleagues and receive feedback are ideal for encouraging continuous learning

Core modules we offer are the following (see details overpage):

▪ Personal mastery

▪ Team mastery

▪ Change mastery

▪ Business Mastery

Other elective topics as determined by need (see details overpage)

• Project Management

• Relationship Management

• Creativity and Innovation

• Effective Communication

• Achieving Results

• Coaching and Mentoring

Accelerated learning, engagement and gamification

Licenced distributors of SimTalent - Gamified talent simulation through interactive board games. Other learning simulations include:

banking, retail,

Licenced distributors of Umu - Gamified engagement, surveys, discussions, games, micro-learning

We are thought leaders in accelerated learning and designing with the neuroscience of learning and behavioural change principles in mind. We are designers and licenced distributors of a number of gamification

tools and games to enhance engagement, learning and change.

Developers of Licence to Lead learning mind-set shift interactive board game

Developers of Adapt4Change change mind-set shift interactive board game

Developers of Future Design Possibilities Immersion inspired by SingualrityU

experience

neuro-learning: gather, reflect, create, test,

Gamification: Leaderboards, badges, points, rewards:

Aiding memory & Learningvisual reminders, writing and

sharing to engage memory and retrieval

Collaborative-learning:Share, teach, ask, explore, create,

challenge, solve

Digital & social learning:Social media posting, sharing,

learning, connecting

Developers of Journey to the Stars Quiz Game for workshop or conference

engagement - interactive board game

Energizers and gamification:fun activities for brain and body

Our leadership and learning track record

HEINEKEN (2016 – 2018) www.heineken.com

Strategic Transformation Journey toward a High Performance Culture working

directly with the CEO, Exco and HR team. Srategic alignment, leadership on-

boarding and coaching, culture transformation, high performance teams and

change management.

RAND MERCHANT BANK (2015 – current)www.rmb.co.za

Accelerated Learning Program for potential successors. Change enablement,

capacity building and team alignment for the RMB Technology Leadership

Team and Corporate Banking. Culture transformation design, capacity building

and project management in Business Enablement Division.

IMPERIAL GROUP (2015 – 2018) www.imperial.co.za

Co-design and implementation of talent management and development

strategies for 2500 leaders. Building capacity in managing talent - SimTalent.

Readiness for change. HR leadership team strategic alignment facilitation.

Leadership Development on building a customer centric approach to Key

Account Management.

ABSA BARCLAYS (2016 – 2017) www.absa.co.zaInaugural Learning and Leadership Conference – design and facilitation for 170people. Self-leadership program for Risk Team.

BASF (2016 – 2017) www.basf.co.zaStrategic leadership alignment – facilitation of strategic review and teamalignment session with top 30 leaders including international group executives(with Mark Berger Training).

JAGUAR/LANDROVER (2017 – current) www.jaguarlandrover.comStrategic leadership alignment, high performance teams and leadershipdevelopment of exec team and next level leaders including assessments,coaching, digital micro-learning, master classes.

VWSA (2011-2015) www.vw.co.zaLeadership Development - Driving Strategic Change, 3Es of Leadership (engage,enable, empower) for Senior Leaders. High Performance Teams. CapacityBuilding on Personal Effectiveness, I am Talent, Decision Making, ChangeManagement and Resilience. Accelerated Learning program for all L&D staff.

DE BEERS GROUP (1999-2004) www.debeersgroup.comStrategic Transformation Journey over 5 years. Global TransformationalLeadership Development Program (2500 leaders across 16 countries).Building capability in HR transformation, talent management, highperformance teams, change (Some in association with MAC Consulting).

BANKSERVAFRICA (2015 – current) www.bankservafrica.com

Co-design of the organisational DNA and leadership behaviours followed by

Self and leadership development journeys for 400 staff to embed the DNA.

Assessments, Ennea, High performance TeamsI am Talent, managing

performance, change resilience, change management

MASSMART GROUP (2016 - current) www.massmart.co.zaCo-design and implementation of both talent management and talentdevelopment strategies for 4500 leaders. Complete reinvention of theMassmart Corporate University Leadership School. Building capacity inmanaging talent. Readiness for change through Licence to Learn and LeadLearning.

GIBS (2015 – 2016) www.gibs.co.zaAccelerated Learning for 50 program leaders. EQ in Action for a WomenLeadership Program. Leading in a VUCA world (with The Coaching House).

FOSCHINI GROUP (2016 – 2017) www.foschini.co.zaSelf-Leadership – I am Talent for personal and career empowerment as part ofthe retail academy program for 100 store managers.

BRANDHOUSE (2013 – 2015) www.brandhouse.co.zaSelf-Leadership – I am Talent x 100. Engagement conferences – 5 themedconferences across the business for over 800 people to build engagementmind-sets with self, team, change and Brandhouse.

LIBERTY GROUP (2016 –current) www.liberty.co.zaCapacity building for performance management. Self-Leadership – I am Talentfor personal and career empowerment as part of an employee engagementstrategy x 500 staff.

NEDBANK (2017 – current) www.nedbank.co.za

Group Learning Strategy sessions x2 and coaching of project teams.

MMI HOLDINGS (2018 ) www.mmiholdings.co.za

Group Learning Strategy session and coaching of project teams

USB-ED (2015 – 2016) www.usb-ed.comFacilitation of Accelerated Learning for program leaders. Development of anew approach to program design and delivery using Accelerated Learningframework and toolkit and socialising with staff and faculty.

ACCENTURE (2009-2010) www.accenture.co.za

Leadership Assessments, Development and Coaching for managers and senior

managers. High Performance Teams Workshop for Exco ad other teams

Our leadership and learning track record

ARYSTA LIFE SCIENCES GROUP (2013-14) www.arystalifescience.comTransformational Leadership assessments, development workshops, coachingfor top 40 leaders in SA. Self-Leadership – I am Talent career empowerment.Facilitation of strategic review and team alignment session with top 40 leadersacross Europe, Africa and Middle East.

ETHOS (2013-2014) www.ethos.co.zaDesign and implementation of Talent Management and Successions Strategiesincluding the Leadership Pipeline. Succession Management for Partners andnew CEO. High performance teams for Partnership Team. Leadership Brandand Competency Development. Culture Transformation and Staff Engagementsessions. Executive coaching.

CQS (2014) www.cqs.co.zaCulture transformation design and capacity building. Leadership Branddevelopment and leadership engagement. Staff Engagement sessions. Changeresilience and mindset shift for merger with AdaptIT

AVENG GROUP: Duraset (2012-2013) www.avengman.comStrategic Transformation Journey High Performance CultureHigh performance teams for Duraset leadership and capacity building onproject and team tools. Innovation Strategy and Capacity Building Session.Talent Management Strategy, Toolkit and Capacity Building.

BHP BILLITON (2013 – 2015) www.bhpbilliton.comPersonal and leadership effectiveness journey with Supply Chain LeadershipTeam. Personal Transformation Process - I am AliveHigh Performance Teams and Leadership coaching.

ARMSCOR (2016 – 2017) www.armscor.co.za

Change enablement, capacity building and executive team alignment for top

50 leaders in Armscor in support of the turnaround strategy (in partnership

with FeverTree Consulting).

ENGEN (2009 – 2013) www.engen.co.za

Talent Management Strategy, Process, Toolkits and Capacity Building including

the Leadership Pipeline.

Retention Strategy implementation in partnership with the Senior HR

Leadership Team and line talent champions.

Leadership Competency Profiling, HR Capacity Building Programs.

High performance teams, Change Management toolkit and capacity building

(TM in association with Accenture).

TONGAAT HULETT STARCH (2011-current) www.tongaathulettstarch.co.za

Strategy and culture journey to excellence. Leadership Development and

Alignment of exec and senior managers. Capability building in strategy, HR

Transformation, Performance, Talent and Competency Management, Change

and Critical thinking and decision making.

BUCKMAN (2007-2015) www.buckman.com

(Africa, SE Asia, China, USA, Mexico, Canada, S America, Europe)

Strategic Transformation Journey from “Good to Great” Capability building in

strategy, culture, talent, building high performance teams, strategic project

management, innovation, coaching, change management and self-leadership –

I am Talent. High Performance Teams for various global Leadership Teams

Transformational Leadership, Leadership Renewal, Coaching for Managers

Program, 3Es of leadership (engagement, enablement, empowerment),

TRANSNET AND TRANSNET CAPITAL PROJECTS (2005-2012) www.transnet.net

Executive and senior leadership (100) alignment and development. Customised

amazing race and board games. Talent Management strategy, tools and

capacity building. Leadership Pipeline. Leadership competency standards and

accelerated learning. Capability building in HR transformation, change

management High Performance Teams. (some with Resolve Group)

ASPEN PHARMACARE (2012-2014) www.aspenpharmacare.com

Leadership Development – Crucial Conversations and Emotional Intelligence.

High Performance Teams. Executive Coaching. HR capacity building.

DEVELOPMENT BANK SA (2000-2005) www.dbsa.org

High Performance Teams journey for DBSA Exco & HR team

Change management and capacity building for Operations team

Strategic Planning, engagement sessions and high performance teams for

Northern Cluster. Leadership development workshop for women in business

NATIONAL TREASURY (2012) www.treasury.gov.za

Coaching for manager’s program.

HR Capacity Building Program.

SERVEST, EHL, MR PRICE, SA HOME LOANS

Self-leadership for Executive, managers and staff – I am Talent

Why partner with Catalyst

Accelerated Learning and Leading Edge Learning Design

Highly engaging, interactive, mind-set shift learning approaches

Deep expertise in Integrated Talent Management – identify, assess, engage, develop, retain

Extensive experience in partnering with clients to co-create and walk a journey with them for capacity building and real business value

Integration with digital learning and gamification tools to support and expand the learning process

Distinguished track record in many leading organisations locally and globally

Contact Us

Catalyst Consulting (Pty) Ltd

Phone +27 11 465 6270

Email admin@catalystconsulting.co.za

Web www.catalystconsulting.co.za

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Catalyst Consulting Pty Ltd

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