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The faster any team can work their way through a challenge, the faster they can jump onto the next one.
As companies begin to scale and adopt more efficient working styles, an organisational concept that is gaining greater significance is the importance of cross functional relationships across departments.
This week we discuss how some people think high performance is when a player/team member is delivering really good results. It is, but when its to the detriment of the team then its not.
You are defined as a leader by the behaviours you consistently display. Leaders take action. When they see something positive, they reward it. When they see something negative, they challenge it (and often, the best way to do this is by asking a question).
One of the most popular components of the PBD System is that of the personality profiling. You are not just one personality type, you are made up of all four and can move dependent on what the situation calls for.
In our workshops with teams, we often refer to speed through adversity as being one of the top 3 determinants to corporate success.
Coaching is not barking orders and solving problems for your team members. Coaching is asking great questions so they come up with the solutions.
Most teams struggle to operationalise the behaviours which makes their culture code worthless.
Here we discuss how sharing your pain & struggles (aka. being vulnerable) has huge human connection benefits inside of a team environment (when delivered and accepted correctly).
In his latest article, Paul Roos looks at ways for organisations to break down information silos and work together as a single team.
Paul Roos explains why communication and empowerment are more important than ever in the workplace.
Take an inside look at a Performance by Design session being lead by PBD Architect Emile Studham.