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Understanding team development

Individuals no matter what their mastery of competencies or maturity level cannot respond alone to the complexity of challenges, the demands of customers, the volatility of markets, and the exponential advancements in technology.

Forming teams to address theses pressing needs has become an essential requirement in many organizations. Unfortunately, teams are no guarantee of collective effectiveness. It is not easy to stop being an individual contributor and become an integrated team member.

Renewal provides tailored team development initiatives that help executives:

1. Understand Team Leader Responsibilities
2. Learn the Strategies and Practices of Team Performance.
3. Discern the best way forward in teamwork.
4. Assess the level of interdependence that defines collaboration.
5. Understand the type of team you are leading.
6. Assess the Performance of the Team
7. Identify the present culture than hinders performance and the-the desired levers that enhance team performance.
8. Apply tips to becoming an effective team facilitator.

Certified Professional Facilitators will provide the necessary insight and experience to accelerate your effectiveness as a team leader. Its researched based tools and state-of- the-art facilitation will help the team go beyond the standard performance.

How to support a team to flourish?

The extensive literature on team development and team performance seems to be insufficient to explain why teams fail despite the general agreement on the many advantages collective effort offers. One explanation might be that many team leaders hold an inadequate understanding of the complexities of social systems at play 1 , the intricate labyrinth of interpersonal dynamics when creating high-quality connections 2 , the process for creating collective coherence and cohesiveness 3 , or the risks of falling into collective folly instead of tapping into collective wisdom 4 .

Whatever the reason might be, teams need to develop just as individuals do.

Moreover, in this developmental process, team members need to become leaders themselves 5 , surface the undiscussable 6 , and cultivate conversational intelligence 7 .

Many teams experience any one of the following team derailers:

  1. Unclear purpose or undefined vision
  2. Weak trust
  3. Inadequate training on becoming a valuable team member
  4. Stakeholders not involved
  5. Negative interpersonal dynamics and poor group cohesiveness
  6. Overcontrolling team leaders
  7. Insufficient team celebration.

Inadequate teaming skills result is an astronomical amount of time wasted in fruitless meetings where people put personal agendas before team goals, members avoid conflicts, accountability is fragile, trust is deficient in the team, and feedback turns into bitter criticism and judgment. This unnecessary effort results in individual burnout and team dysfunctionality 8 .

Helping team leaders understand the principles of facilitation and to manage the dynamics of team performance has become the focus of Renewal, who, since 2004, has worked with senior teams and leaders around the world to improve team performance and growth.


1 Oshry, Barry. (2007). Seeing Systems: Unlocking the Mysteries of Organizational Life. San Francisco, CA:Berrett-Koehler Publishers, Inc.
1 Oshry, Barry. (1999). Leading Systems: Lessons from the Power Lab. San Francisco, CA: Berrett-Koehler Publishers, Inc.
2 Dutton, J. (2003). Energize your workplace: How to create and sustain high-quality connections at work. University of Michigan Business School Management Series. San Francisco, CA: Jossey-Bass.
3 Childre, D., Martin, H., Rozman, D., & McCraty, R. (2016). The Heart Intelligence: Connecting with the Intuitive Guidance of the Heart. Waterfront Press. Retrieved from Amazon.CEU. ISBN-10: 1943625433.
4 Briskin, A., Erickson, S., Ott, J. & Callanan.T. (2009). The power of collective wisdom and the trap of collective folly. San Francisco, CA: Berret-Koehler Publishers, Inc.
5 Baldwin, C., & Linnea, A. (2010). The Circle Way: A Leader in Every Chair. San Francisco, CA: Berrett-Koehler Publishers, Inc.
6 Hammon, S.A., & Mayfield, A. (2004). The Thin Book of Naming Elephants. Bend, OR: Thin Book Publishing,Inc.
7 Glaser, J. (2014). Conversational Intelligence: how great leaders build trust and get extraordinary results. Brookline, MA: Bibliomotion, Inc.
7 Glaser, J. (2007). Creating We: Change I-Thinking to WE-Thinking. Build a Healthy, Thriving Organization. Avon, MA: Platinum Press. P+W Publications Company.
8 Lencioni, P. (2005). Overcoming the Five Dysfunctions of a Team: A Field Guide. San Francisco, CA: Jossey-Bass an imprint of Wiley Imprint.