A Team Transformation Journey
Shared Purpose. Shared Vision. Shared Goals.
Developing high performing teams to effectively solve problems, hold each other accountable, and drive exceptional results.
Background
A federal client had recently undergone a significant evolution. They restructured their mission areas and operating model, revamped their services offerings, and re-energized initiatives and outreach strategies. As a result, each group within the organization had to adapt, implement new processes, and re-invent themselves. One group struggled with the changes and needed clarity on how they would contribute to the overall mission.
The Challenge
A federal client identified that one of the groups needed external support to operate as a cohesive team. This group’s team members were operating in silos and missing out on collaborative efficiencies. The group lacked a clear purpose and shared goals. They were unclear about how their work contributed to the mission of the organization. They had also gone through several changes in management and personnel.
The Solution
A four-phased transformation model was applied (Discovery, Setting the Stage, Foundation, Planning & Management Framework). We partnered to establish a trusting relationship with the management team through the design and implementation of activities in all four phases. To gain buy-in, team members were involved in designing the future of the team.
The Approach
A team transformation model was developed based on research findings within the fields of psychology, business, and organizational behavior on what makes a successful team. The research findings were combined with lessons learned from real-life scenarios to define the four phases of the team transformation model below:
Phase 1: Discovery
- Gathered in-depth information about cultural, leadership, organizational and operational elements to identify recurrent themes around the group’s strengths, issues, and challenges.
Phase 2: Set the Stage
- Ensured all team members had a genuine understanding of the mission and vision. Got team members aligned on the necessary changes that needed to be made and built excitement to initiate the transformation journey.
Phase 3: Foundation
- Developed the fundamental leadership and teamwork skills for the team to be able to drive change, solve problems and make decisions in an agile way. Identified customer needs, assessed the current services and products portfolio, and determined what services and products provided the most value.
Phase 4: Planning & Management
- Established a framework that enabled the team to plan the work, communicate, measure progress, identify problems, design solutions, make decisions and drive action.
The purpose of the model was to guide the team through a series of steps and activities that would result in new patterns of behavior and thinking. Nevertheless, the application of the model was not enough on its own. There was a set of additional factors needed to achieve a true transformation.
Key Factors for Success
- Established an effective mechanism for tracking the transformation’s progress. Specifically, we established a transformation core team that met on a bi-weekly basis to track progress and proactively manage roadblocks.
- Partnered with the management team and built trust; trust leads to meaningful discussions about the issues and challenges that need to be addressed.
- Identified those change agents that will advocate for the transformation; they are eager for a new way of working and can influence and support their peers.
The Impact
The team transformation approach resulted in a team with a clear mission, vision, and shared goals aligned with the organization’s vision and strategy. Now, the team has a clear identity and also a defined portfolio of value-driven core services and products. From a siloed approach to work, the team is now eager to collaborate and work together to achieve collective success. They have a stable and cohesive management team that proactively removes obstacles and provides direction.
