Last Updated on July 16, 2021 by Pratik
Due to organizational reorganization, two teams directly impacting the top-line had to be merged into one. While this was done to augment the capabilities & unlock higher value, unless the initial concerns & challenges, majorly touching upon psychological safety of members & team were addressed, the underlying purpose of changes effected would be counter-intuitive. (Trivia: In M & A’s, Reorganizations, there is a failure rate of 70 – 90%, all of which can be avoided; M & A: The One thing you need to get right, HBR, 2016)
The new team’s concerns were about multiple organizational changes being carried out, many of them taken at once, and paranoia about the new team’s future. With a high element of uncertainty, the fear of the unknown was playing high, in addition to holding onto past grievances and assumptions due to miscommunication. Given the agility with which changes were effected, the communication around change management took a hit, especially with team members in various locations. The end result was the erosion of trust (whatever little that was present) and respect among team members of the new, combined team & high pressure to be successful right from day 1 and demonstrate value & success.
The High Performance Team Index Improvements – Driving Team Building & Synergies
|+ 31% Performance||+ 57% Positivity|
|+ 64% Alignment|
+ 55% Proactive
+ 38% Accountability
|+ 68% Trust|
+ 73% Respect & Optimisim
+ 57% Constructive Interaction
Leaders realized that getting the team to high-performance would require much more than just mixing the group of people working in 2 teams into one – There was a need for grassroots level team building & carving out synergies from the strengths of respective groups. This group also had to be ingrained with habits that members would fall back on in times of stress. With an overall direction, there was a need of an objective measure of improvement & a roadmap to nudge observable behaviors to habit, Members needed ongoing support in order to change embedded behaviors for reinforcing the team building behaviors.
The Leaders engaged with The Brew to work closely with the team leveraging it’s High Performance Team Index (a uniquely designed instrument, based on a proven model that objectively highlights the necessary strengths for high-performing, sustainable & inspired teams.
The specific behavioral changes in the team were focused on improving trust at all levels, trusting each other’s positive intent instead of making assumptions, taking time to learn from each other and share subject matter knowledge & helping each other, and working to build relationships in difficult times. All of these helped immensely to build the foundation of fundamentals of team building & setting in fundamentals to high performance team going ahead.
Through the application of the High Performance Team Index & the process of revealing how the team saw its strengths and challenges, deep partnering with leaders, we coached the team to build team competencies. The result was that the team shifted from ambiguity and concern about change to an aligned team, which was more supportive of each other while making progress on their goals.