True Remedy for Top Management Team Ineffectiveness

Program

A.PLUS has conducted THE FIVE BEHAVIORS of a COHESIVE TEAM ™ Team Strategic Solutions Workshop for all department directors of an international bio-pharmaceutical company on March 20-21.

With the clear operational objective and target, the company’s CEO hopes to accelerate mutual communication among the nine department heads from various functions who possess different cultural background to enhance management cohesion and strategic productivity.

The focus of this two-day program is the first step for crafting a results-driven cohesive senior management team, which break the traditional cell-team focus. A.PLUS as their external consultants to play this irreplaceable role to kick-off with effective ice-breaking at this crucial stage.

Throughout understanding and applying the five behaviors of THE FIVE BEHAVIORS of a COHESIVE TEAM ™, A.PLUS combined with the scientific team report to identify the two main reasons induced the dysfunction among the senior management members.

 

Objectively reflect the status quo of team collaboration status is the most important entry point for the entire training.   A.PLUS uses Wiley THE FIVE BEHAVIORS of a COHESIVE TEAM ™ as the application tools, that rooting in U.S recent academic research. Through understanding and the application of both scientific and humane practical report, to provide the overview of the team status and action plan covering:

  • Vulnerability-Based Trust
    • Team members acknowledge their weaknesses to one another.
    • Team members are unguarded and genuine with one another.
    • Team members ask one another for input regarding their areas of responsibility.
  • Constructive Conflict
    • Team members voice their opinions even at the risk of causing disagreement.
    • Team members solicit one another’s opinions during meetings.
  • Clear Commitment with Buy-in
    • Team members leave meetings confident that everyone is committed to the decisions that were agreed upon.
    • Team members support group decisions even if they initially disagree.
  • Hold One Another Accountable
    • Team members offer unprovoked, constructive feedback to one another.
  • Focus on Achieving Collective Results
  • Team members value collective success more than individual achievement
  • When the team fails to achieve collective goals, each member takes personal responsibility to improve the team’s performance.

Team members are quick to point out the contributions and achievements of others.

After several rounds of experiential activities and closed-door in-depth talks, frozen barrier gradually reduced. The team not only share the common language and more insight, but also understand the importance of vulnerability-based Trust on weaknesses, commitment to each other, and take the consensus as work practice.

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