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Team leader Frédéric Nagels was newly on board at Lechler and wanted to strengthen his team. The team was under pressure, too many tasks fell to one person and each colleague was working on his own little island. However, the employees clearly wanted to go through fire and water for each other. Reason enough for Frederic to take preventive action! His goals? Developing a balanced division of tasks, getting to know each other's strengths and making more of a connection. Trainer Laura Krause developed customized team coaching, in which insights and fun effortlessly alternated.
During an extensive intake, we sharpened the goals. Frederic felt it was important that the new division of tasks not be imposed top-down, but be supported by everyone. He also wanted to find out the team's talents and pitfalls and list concrete action points for the future. With this information in mind, Laura organized a three-day team building in the Ardennes. One and a half days she provided team coaching, the remaining time was filled with informal moments, such as a barbecue and a hike, to have fun and connect with each other.
"I was impressed with Frederic as a new team leader. The team was running, but he wanted to work preventively and strengthen them extra. A powerful, positive approach that many companies could take an example from!" - Laura Krause, trainer
We started the first day with a solid streak of theory. What makes a team effective? What interventions create positive development? We analyzed that with Ron Fry's team goal effectiveness model. We mapped mission, team roles, workflows and interpersonal relationships. We then deepened the response capabilities with the RA(S)CI model. This matrix provides a clear overview of all tasks and participants within a project. We determine who is responsible for what based on the letters.
The overview provided illuminating insights. Colleagues who took on too much, blind spots within a project ... We drew up the first action points and made the transition to the afternoon. There the focus shifted to the qualities, preferences and pitfalls of the team members. Thanks to a low-threshold questionnaire, we sharpened everyone's profile so that they learned to understand each other better.
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On the second day, after coordinating with Frederic, we went hands-on with the learnings from the RA(S)CI matrix. Who takes on which roles? What does the team need? What specific actions can we formulate? Thanks to the handy RA(S)CI checklist, we were able to improve the balance in a targeted way. For example, there should be a maximum of one final responsible person per activity. Options were considered, choices made. Among other things, the exercise contributed to the lines of communication. Today there are more project-based meetings and it is clearer which colleagues should be present. We complemented this with personal preferences. For example, some employees need more personal contact than others.
The team coaching provided instructive discussions in which colleagues honestly put all the pain points on the table. Their feedback? The team building was an eye opener. They found it enriching to see their own profiles and to realize why certain processes were running smoothly or just barely. Insights that can only benefit internal cooperation! One action point was already ticked off. Lechler recruited a new employee, whom we also immersed completely in the exercise. Does the team need additional support? We are always available for sounding board discussions, in which we get to the bottom of specific topics together.
"The organization of this team building and team coaching was guided and put together completely as desired by Obelisk. Their hyper-personal guidance from intake to execution made this a success." - Frédéric Nagels, team leader
Want totake your team's operation to the next level? Obelisk listens to your question, outlines customized team coaching and provides hyper-personal guidance.
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