“Carol’s approach enabled the team to identify the key areas required to be a high performing team, both as individuals and as a Board of Directors, to lead the company forward with a cohesive and inclusive strategy.

The result is a team of directors who know each other better, who recognise their own strengths and weaknesses, who know what high performance looks like and how to achieve and sustain it.

Thanks for delivering a great session last Friday – a real boost for the team, and a credit what you have helped us achieve in terms of strengthening Team 1. Honestly, I did not expect such strong results in terms of improvement”

John Smith
Director, Trumeter

Read the Trumeter Case Study >

the five fundamental platforms
of the Lencioni Pyramid

Reference: “The Five Dysfunctions of a Team” Patrick Lencioni, 2002

Senior Management Team Development

"Not finance. Not strategy. Not technology. It is teamwork that remains the ultimate competitive advantage, both because it is so powerful and so rare.”
Patrick Lencioni: The Five Dysfunctions of a Team

Enabling teams to reveal and encounter the behaviours that are inhibiting greater success is a key to unlocking the potential of many organisations. I work successfully with senior management teams, some of whom may have already determined they could be steering their companies more productively, and know the answer lies in how they work together.

The journey has to start somewhere and, invariably, it is the person who has the high-level view of their teams: the Managing or Senior Director. By appreciating the team dynamics first, we then move on to understanding what needs to be achieved and what success looks like.

My approach.

My approach is a programme that is devised from the five fundamental platforms of the Lencioni Pyramid:

  • Absence of Trust - unwilling to be vulnerable within the group
  • Fear of Conflict - seeking artificial harmony over constructive passionate debate
  • Lack of Commitment - feigning buy-in for group decisions creates ambiguity throughout the organisation
  • Avoidance of Accountability - ducking the responsibility to call peers on counterproductive behaviour which sets low standards
  • Inattention to Results - focusing on personal success, status and ego before team success

What is involved?

You can work with people for years and still not really know them. During the time we work together it is a given that you will learn things about one another you never knew and, just as importantly, why didn’t you know? What benefit does it have for the team in knowing? These are focal points that require answers.

The completion of a relatively straightforward questionnaire for each member of the team to complete provides the data to design and structure the programme. The initial delivery to work with the team is 2 days, close together, and then a third day 3 months hence.

I then generally visit for 1 day every 6-12 months following and for as long as the team require that additional facilitation.

The first level of the pyramid generally takes the longest to work through and is the most important. Without team TRUST the likelihood of raising team performance to its full potential is unlikely.

Each pyramid layer is worked through accompanied by challenging discussion, exercises and agreed outcomes.

Experiencing a degree of discomfort is something to be expected and I am a firm believer that being out of one’s comfort zone is a productive way to shape people and teams. Without discomfort there is limited to no personal growth.

The programme will achieve the desired results if personnel are willing to be involved, open to the process, disciplined and fully participate in the sessions and activities. When full commitment is given to the programme the results can be far reaching.