Editor’s Note: A global biotechnology company began using The Grove’s Team Performance tools three years ago and the Team Performance Online Survey late last year. Their Learning and Development team draws from the Team Performance System to strengthen team cohesion and performance across wide-ranging functions and locations. Here is the company’s Team Performance story as shared by the project lead, a Learning & Development manager.
Accelerating and improving team performance organization-wide is a key objective for our Learning and Development team. Our company relies heavily on various types of teams to deliver results. We work with intact and within-function teams, as well as with project, cross-functional, geographically dispersed and multicultural teams. Suffice it to say that we have numerous opportunities to use the online Team Performance Survey tool.
The Grove has worked on strategic planning for many years with DLR Group, a national architectural firm. Recently one of our close collaborators at the firm got in touch to share wonderful news: Architect Magazine named DLR Group the #1 design firm in the United States. “Your process has helped us transform our firm,” he wrote.
We called Jon Pettit and Griff Davenport, DLR Group’s managing principals, to learn more about their firm’s journey to excellence. This article is adapted from those conversations.
Excerpted from Visual Leaders by David Sibbet (John Wiley & Sons, 2013)
Seeing the forest and the trees is vital to effective decision making. Much of this involves thinking through what needs to be compared with what.
You as a leader can ask for functional plans to be presented to you in ways that aid you in comparing and prioritizing activities using whole-system vision. These types of environments are called decision rooms, project rooms, or rapid decision support centers.
This article is drawn from an interview with The Grove’s founder and president David Sibbet. He discusses visual facilitation and his recently-published VISUAL LEADERS: New Tools for Visioning, Management, & Organization Change, the third book in Sibbet’s three-part series on Visual Leadership.
Betsy Stites and Pam Hull had a problem. They had completed a focused strategy process in their organization, the HealthEast Care System in St. Paul, MN. Now the big goal for HealthEast was “to be the benchmark of quality in the Twin Cities.” The problem was how!
“There had been a lot of uncertainty,” Betsy reflects. “Quality is so ethereal. We had to figure out a way to integrate things from an organizational and cultural standpoint.”