Permalink to The Top 5 Ways to Improve Your Team’s Performance Mindset

The Top 5 Ways to Improve Your Team’s Performance Mindset

Power of the Pause

The pause is an often overlooked feature of team success. Here are the top five ways where pausing to reflect can improve the performance mindset of your project team:

  1. 90-Day Team Check-In
    Good team hygiene includes taking time every 90 days to reflect on progress and identify critical steps the team must take over the next 90 days to improve performance. Project teams often focus on doing the work at hand and not how they might continually improve how to do the work. These 90-day check-ins are a chance to reflect and improve how the members work as a team.
  2. Widening your margin of safety
    When project teams finish one activity, they must clean up after themselves. In a mining accident, a man tore his rotator cuff after slipping on snow covering a large sheet of metal that hadn’t been put away. The margin of safety had narrowed.
  3. Heightening Your Personal Awareness
    Buying time for a sensible second thought is an important element of a performance mindset. Knowing yourself and taking time to make a decision is a useful component for your toolkit.
  4. Pausing to Evaluate Options
    A reflective pause allows you to evaluate options. Ask yourself if an option meets both short-term and long-term requirements and what the consequences are of taking action or not taking it.
  5. The Gift of Time to Your Teammates
    The better the team members manage handoffs through jointly owned processes, the better the team manages time. Pausing to think about who needs to know your information, whom you should inform, and who has information that would help you, can all create time efficiencies for the team.

Time is common to all these stories. Take time to reflect and your project team will have a higher chance of success. Take time to be aware of your surroundings and your project team will be safer. Take time to prepare for things going wrong and your project team will be better able to respond to emergencies. Take time to reflect and share your reflections with the project team, and your project team will be more likely to continually improve.

We have several services to help teams and leaders significantly improve their performance. Contact Bill or Esther today for a no-obligation conversation to find out how their work could help your team.


Permalink to Why Compelling Direction is Key to a Project Team

Why Compelling Direction is Key to a Project Team

Smart leaders know that a clear, compelling picture of what success looks like is crucial for engaging and motivating their team. And really smart ones have a fully developed story with ‘chapters’ to be used for different audiences.

Nasa’s compelling direction

The Mars Pathfinder, which delivered a huge amount of information about the red planet, was successful for NASA because team leaders had a story to tell and stuck to it. What was it? To show NASA’s commitment to exploring planets through a relatively low-cost project with the slogan of ‘faster, better, cheaper’. It’s all about having a compelling direction which means a project with a story to tell.

Like a story

Consider a book. Books have chapters – a road map for where the book is going. A good book doesn’t stray from its story from one chapter to the next. It’s the same with big projects. A good leader stays on theme and focuses on that compelling direction through the project.

The chapters are the building blocks of the story and each one is important, but all must operate as one entity. Likewise, a smart project leader continues to use the story to engage, focus and refocus, if necessary, the team and all the stakeholders.

All the chapters make up the story as the entity becomes an integrated whole with no individual piece more important than another. The leader may emphasize certain elements or chapters, depending on the audience, and ensure that all stakeholders remain aligned during the journey, but never lose sight of the compelling direction. And neither should the team.

Some of the individual chapters might be:

  • The ‘Why’ of the project – the business case.
  • The Scope of the project which comes after the business case is established. This is when you ask questions like: Based on all our assumptions about cost and execution, is it feasible?
  • Readiness – prepare for execution. This requires constant updating and communication to ensure alignment between all the groups, and may include your purpose as a team, the team’s values, and how it works together, resolves conflict, communicates, and organizes.
  • Who is on the Team. This might involve an organization chart with concentric circles.

It’s one thing to have the chapters of the story, but the story must still be compelling, so the leader should simplify the message, fight or manage complexity, and initiate critical metrics.

Finally, how should this ‘book’ be used? The leader uses the story to clarify and to work on deliverables, roles, schedules, highlighting best practices, resetting expectations, communicating value, coaching team members, and bringing on board new team members and new partner organizations. Ideal times to re-tell the story are at 90-day milestone meetings to check in on team performance, communication with the workforce, and in-team meetings.

Now the book is done. The ‘reader’ is happy and your project is successful.

To learn how to use Compelling Direction in your work, contact us. Stay in touch by subscribing to our monthly newsletter.


Permalink to How to Know When to Take a Risk Assessment

How to Know When to Take a Risk Assessment

Mental courage is important for a leader. It lets you examine all the options, including those that don’t initially attract you. But for a team leader or project leader to show mental courage, you must take a risk assessment. Ask yourself these questions:

  • What happens to you if you speak up?
  • What happens to you if you don’t?
  • What happens to others if you speak up?
  • What happens to others if you don’t?

Mental courage

Here is an example of a project leader showing mental courage. The new director of a mining project was told that completion estimates of the schedules and budget were set, but once he got his feet wet he found out those schedules were unlikely to be met. He knew from prior experience that there are always layers and nuances to learn, and discover. It’s important for a leader to show the courage and mental toughness not to make a decision when it may be premature.

So the project leader asked questions of his team members. He would say: “Help me understand” or “There’s something that concerns me a little” or “What’s your perspective on this?”

As this was going on his boss asked him about his views, and he said he hadn’t made up his mind yet. He wanted more time, but made sure to book a meeting with his boss at the three-month mark – three months after he took over the project as leader. When that time arrived, the project director was ready; he asked his boss for additional resources and wanted to bring in an outside person who could analyze the situation and test his own assumptions. Through this exercise, he and his boss were able to amend the schedule.

What are the benefits of demonstrating courage?

  • In resisting the pressure to commit to a certain point of view too soon, he avoided looking like he was quick to judge, and avoided alienating his people. In short, he won their trust.
  • He used this time to explore the issue with the team, and get their insights.
  • He slowed things down to make sure he was right. This was important since it would involve taking some bad news up the organization (i.e., extending the deadline).
  • He convinced his boss that the integrities of himself and the boss were on the line.

It’s all a matter of having the courage of your convictions to take appropriate action. Team cultures are built on the accumulation of little actions. A good team leader will always communicate the importance of the team’s culture and the importance of respect.

To receive tips like these each month which are designed for senior executives leading teams doing work critical to the success of their organization, sign up for the Big Tree Strategies newsletter.

Permalink to How to Keep Your Team Aligned on the Road to Success

How to Keep Your Team Aligned on the Road to Success

To keep your car on the road, you need to ensure that the wheels are aligned. If you’ve ever driven a car with misaligned wheels, you’ll know it’s a weird, not to say, dangerous condition.

The car seems to have a mind of its own, tracking to one side or other; steering is vague and your confidence is shaken. Will I make it round this corner? Will I get where I’m going?

Alignment of all team members

Large projects can often have the feeling of being on the verge of chaos. There are so many variables that teams are managing that keeping them all in the right order can be a challenge. Our work with teams on large capital projects shows that there is often a predictable pattern as we work with a team.

First, there is firefighting, where many urgent issues need attention.

Next we observe a shift to the leaders and team becoming a little more reflective and open to talking about how the team is doing.

Finally, the team recognises that if it invests time and effort in team productivity, the payback can be dramatic.

We suggest team leaders think carefully about alignment when they embark on team development.

Is your large project team aligned?

3 questions for leaders of teams to ask themselves:

  1. What stage is your team in? Are you in the firefighting stage? If so, you’re likely thinking about ‘banging heads together’ (an expression a client used not long ago). There are probably many challenges that your team could be working on – clarity of the execution plan; support of sponsors; getting work done on site; relationships between owner and contractor; making sure you have the right people on the project; and on it goes…
  2. Are you clear about what development the team needs to be aligned? Do you have a vision for the kind of team you want to lead? One of our clients speak passionately about the need for his team to be intentional because he has been on a team that successfully completed a challenging, dangerous piece of work. He has a model in mind of what his current team needs to be to be successful. Do you?
  3. Are you committed to spending the time and money on developing the team? Developing a project team (or any other team for that matter) takes sustained effort. An aligned team is created over time, by developing habits and behaviours that will ensure the team stays on the road and is successful. As with any effort, this takes commitment and investment.

Success is found through the repeated application of the right effort at the right time. Alignment means that team members are working effortlessly towards the goal of project success.

Click here to learn more about the work we do with large project team alignment and what results you can expect from your team.


Permalink to Getting Your Large Project Planning Team Ready to Hand Over to Operations

Getting Your Large Project Planning Team Ready to Hand Over to Operations

Move the work forward

One of our clients was the Assistant Project Director on the Nickel Rim South Project, which is now a major Glencore mine in Sudbury, Ontario. He told us that the key to a large project like this is being able to move work forward, and he’s right. When he spoke about ‘reaching back and passing forward,’ we thought of a good analogy. A relay race.

Think of the Olympics 4 x 400-metre relay race, and how important it is to cleanly hand off the baton to the next runner. That is often the difference between winning and losing. The difference on a project, is what constitutes ‘winning’? Is it crossing the winning line (that is, completing the project) or is it a clean hand-off to the next team? We think it’s the latter.

Forward thinking

Teams that work intentionally are always thinking forward and asking the right questions. Who is waiting for the work I’m doing right now? Who am I waiting for? What are we working on together? Have we planned for a smooth progression so we can hand off the work?

All projects come to an end, whether they are smaller software development efforts or the building of mine. In this case, the ‘finish line’ isn’t really the finish at all, but the beginning of the next phase of their project, operations.

On a mining project, many technical aspects are involved in transitioning from project execution to operations, from document control to legal agreements.

For the project team, the hand-over to operations has the same goal as any other hand-over – make the next phase a success. Hand over the baton as cleanly as possible. Set up the next team members as completely as possible.

5 Ways to hand over a project

  1. From one team to another
    Up to this point the project has been the responsibility of the project team, but now they have to enable another team to take what they created and make it work as a viable operation. How should we engage the new team? Clean communications become essential in this hand over period. Integrating the new management team of the operations into the project team is crucial. That team will have to live with the output of the project team.
  2. Keeping the momentum
    Closing out a large project is a gradual process as work is completed. While there is a formal hand-over point when responsibility for the site transfers, many members of the project team will have moved on to new projects by the time that happens. Still, the team leader must keep the team motivated and focused as the work winds down and the hand-offs take place.
  3. Planning to hand over
    As with every other aspect of a large project, planning is critical. Keeping the team focused on the end line is critical. Most likely, this becomes a joint exercise with the new operations team.
  4. Stakeholder communication
    Keeping stakeholders informed is crucial. The project-execution plan contains hundreds of individual work items that must be tracked and completed. Communication within the team, and with all stakeholders, has to be flawless.
  5. Lessons learned
    It is important to summarize in a document the lessons learned, both for the owner’s organization so it can improve its project-execution ability, and for the operation that will inherit the site since many activities will continue into the operations phase. For example, some aspects of the site may require more engineering while some pieces of work may not be completed at the time of the hand-over.

Handover success

It’s easy to think of an ‘end line’ for a project and to believe the race has been run. If this is the mindset of the project team, they have missed a crucial opportunity, to enable the new operations team to start their (much longer) leg of the relay. It’s the responsibility of the project team to do everything they can to set the operations team up for success, even as the project team winds its effort down.

For these and other tips for your team success, sign up for our monthly newsletter.

Permalink to Getting Everyone to Speak Up is Important

Getting Everyone to Speak Up is Important

Just because someone on your team is silent doesn’t mean they are weak. The person may not be speaking up for a variety of reasons. The key for a manager is to know how to stop the more outgoing team members from overwhelming the others. Why do this? To make sure the team taps into the wisdom of all, and everyone listens to each other. As a result, decisions are stronger and more sustainable.

The wisdom of all team members

When everyone speaks up, you are more likely to hear the basis for potential disagreements, bad news or something you haven’t heard before. The team will have more information on which to base decisions.

All team members should understand the value of hearing everyone’s point of view, and why it matters. Tell them you are going to try several different techniques to make sure that happens.

How to get everyone’s point of view

  1. Ask the stronger team members to allow time in meetings for the others to speak up. One of our favourite rules is that everyone gets to speak once on their point of view. You can’t speak again until everyone has had his/her say.
  2. Speak to the quieter team members, encourage them to speak up, and tell them their contribution matters. And then compliment them after they do so. Thank them and let them know the value of their contribution. Tell them you value their honesty.
  3. For a really critical discussion, do a ‘post-it’ exercise. What’s this? Ask everyone to spend five minutes writing assumptions about the issue on a post-it pad. One assumption per post-it note. Have them write as many as they can in the five minutes, put the post-it notes on the wall clustered in themes, then discuss the themes. Now the more silent team members are not fighting for air time. This technique also works well to get around the ‘ranking’ problem when more junior people won’t speak up in front of senior people.

There are always going to be differences in how people contribute on a team. Some naturally speak up; others tend to be quiet. The key is to make sure that everyone is heard, and the team benefits from the knowledge and wisdom of all.

With our Intentional Teams Framework, one of the values we emphasize is listening. This creates a culture of trust and acceptance. Learn more about Intentional teams, our methodology and see if it is a fit for you.

Sign up for our monthly newsletter which contains actionable tips you can use immediately to get your team on the road to success – however your firm defines success.


Permalink to Are Your Stronger Team Members Overwhelming Weaker Ones?

Are Your Stronger Team Members Overwhelming Weaker Ones?

Dominating team members

We’ve all been in teams, where some people dominate other members of the team. Are those in the latter group intimidated? Maybe. But it’s a waste of valuable resources when members of a team don’t speak their mind and contribute. The whole team suffers. However, a team that is ‘intentional’ can get around that.

Intentionality requires clarity of purpose about the team, and this isn’t about warfare; it’s about teamwork. To start with, you must think before, during and after the problems set in.

Formal team guidelines

Beforehand, establish formal guidelines for behaviour for the team. This might entail informing all members not to bring general criticisms to meetings, but examples and concrete suggestions for improvement. The team leader must set up the right conditions, and this can be tricky. For example, people who tend to overwhelm others should be coached on how to conduct themselves. This might also involve skills training for the team on how to communicate effectively.

Feeling attacked

During team interactions, where team members overwhelm others with criticism, the team leader should help those on the receiving end by giving them strategies for dealing with bullying behaviour. This can mean helping them reframe their response in an assertive style of communication. For example, use the word ‘I’, be specific, state the impact of their behaviour, and be clear about what needs to change. In the end, it might come out like this in a one-on-one situation:

“I feel attacked and belittled when you criticize me in front of everyone. It would help me if you and I sat down together before a team meeting so you can give me examples of what is troubling you and we can find a solution that works for both of us.”

Taking some time out

Another effective approach is to take a time-out:

“Thank you for the feedback. I would like to think about what you said. Let’s talk about this on Friday afternoon and I would like to invite Janet to the conversation as she was working on that piece of work as well.”

Everyone counts

After meetings, the team leader can follow up and identify potential trouble spots for the team. The team leader can conduct an assessment for the team (or with the affected individuals) to see if any outstanding issues or hurt feelings remain. The key is to not let things fester and, instead, get the issues out until everything is said. Everyone needs to remember that they must work together as a team.

Learn more. An Intentional Team™ produces amazing results with a clear common purpose. It tracks progress, and has both a supportive culture and a leader who knows what it takes to make the team great. The Building an Intentional Team™ Service requires a self-assessment of the team and a two-day workshop, ideally followed by a year of customized programming that can include 90-day milestone meetings and Intentional Leader coaching. The result is a team that runs smoothly and is self-adjusting so it can focus on producing results.


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Permalink to You Can’t Compromise Safety in an Intentional Team

You Can’t Compromise Safety in an Intentional Team

Safety in an industry with tangible dangers

I know of an instance where some very heavy equipment fell all the way to the bottom of a mineshaft. It could easily have been fatal. Fortunately, no one was injured, but closing down the mine until things got rectified was a costly endeavour in terms of time and money. But this particular story had a happy ending. The restoration team that was assembled became a shining example of how a team of individuals that is both engaged and intentional can achieve great success. In fact, this team won an International Safety Award with that organization.

Space travel is another risky business, and NASA learned the hard way after having some horrible accidents that cost the lives of astronauts. Back in the 1980s, the culture at NASA was to do things faster, better and cheaper. This led to an environment where engineers who raised issues about safety were overridden by business managers who had a schedule to keep. The Challenger disaster in 1986, which took the lives of seven astronauts, among them a schoolteacher, was a sign to the whole world that something was terribly remiss. And it was. A commission determined that safety at NASA had been compromised; it had become toxic for engineers to raise safety issue at meetings.

Safety to Speak Up

In any team, whatever the industry, it’s not good if some members are reluctant or fearful to speak their minds.

Going back to mining, companies with international operations often have the problem of trying to do business with different cultures. For example, while the Canadian subsidiary of a company based in eastern Europe made safety a top issue, that wasn’t the case at headquarters where the attitude was that if you got hurt on the job, you weren’t following the rules. So here were two very contrary approaches to a major issue, and within the same company yet.

When it comes to safety, the answer is intentional teams. In an intentional team, everyone is comfortable about raising an issue like the potential dangers to the health and well-being of employees. To paraphrase the words of Al Gore, a culture where “an inconvenient truth” is freely discussed is a much better work environment than one where it isn’t permitted. Then there are no elephants in the room, things tend to get done, and the result is an effective organization that doesn’t compromise safety.

Here are the four characteristics of a highly-functioning Intentional Team:

  1. A shared compelling direction of the work they must do together
  2. Flexible leadership
  3. A performance mindset
  4. An inclusive culture that supports performance.

Sign up for our monthly newsletter to learn more about leading your team to become a highly-functioning Intentional Team.

For more on our Developing Intentional Teams service, click here.

Permalink to Three Mistakes Newly-Promoted Managers All Make – Part Three

Three Mistakes Newly-Promoted Managers All Make – Part Three

We finish the three-part series on mistakes newly promoted managers make. Part one can be found here. Part two can be found here. In order for your team members to better assess themselves, we can help – take a look at our Team & Individual Assessment service.

Pushing to be promoted before you’re ready

In their zeal to grow their careers, some managers apply to senior jobs too quickly in order to get ahead. All they prove is that they don’t yet have the judgement to know the growth they still need to make.

Jo was clearly a manager on the move. After receiving her engineering degree, she joined an engineering consulting firm. She had done a great job in her first two roles, taking on roles supporting mining projects seemingly effortlessly, earning some very senior attention in their firm. She was very pleased with her career so far and she had now been in her third role for about a year working as an analyst. She was eager to get ahead and had had a conversation with her boss that morning to let him know she would be ready very soon if an opportunity came along.

To her surprise, he looked at her and shook his head. “I’m on my way to a meeting this morning but let’s chat about this tomorrow morning.” They set a time and she went back to work feeling a little uneasy. He hadn’t looked pleased with her. She had thought she was doing the right thing, showing initiative, speaking up for herself and letting him know her commitment to growing her career. What would he have to say tomorrow?

The next morning, they met in his office, sitting at his visitor table. He asked her why she thought she was ready for that next role. She talked about her accomplishments and her ambitions and her commitment to her career.

He nodded and commented that everything she had said was very true. “You have been very committed to doing well and to making a good career. And we appreciate that about you,” he said. “And you take on every task we throw at you with enthusiasm and energy.” Then he asked her what she thought she needed to learn next.

What do you need to learn next?

This question threw her a bit but she rallied and talked about the technical challenges she saw in the next role that she hoped for.

He nodded but asked her if there was any other preparation she needed to do to be ready for it? She looked at him questioningly. “I’m not sure what you mean,” she asked.

He nodded again and then he told her that in all of her comments, she had missed speaking about seasoning and growing the mature judgment that she would need in the new role. “The last thing I want for you, Jo, is to be put into a role where this kind of judgment is needed and to see you fail. And if you take on the role too soon before you are ready, you could torpedo your career and make advancement much more difficult. You are at a critical spot in your career and it’s a spot where many fail. I want to see you succeed.”

He went on, “You have not been working on the most complicated projects yet and so you will need some experience with these. Promotion is always a judgement call and often there is a difference in perception between a candidate and those who would make the choice on promotion. While you might feel you are ready, I feel you would benefit from another year in your current role. And there are three things you can do to increase your chances.”

 Three things to know before a promotion

  1. You need to become more of a team player. In the next role, there will be more staff management time and less technical time. To prove your ability to manage in a positive way, you need to be respected by your peers for us to have evidence that they will take your direction well. We need people to be intentional about how they are in their teams and take as much pleasure and excitement in the team being successful as they are about their own success.
  2.   In your current role, you haven’t had some of the more complex and challenging assignments. You need to be involved in these to stretch you and allow you to develop your maturity and judgment. I will look for a project that you could become involved in, not as a replacement for your current role but in addition to it. This will help you prove that you are capable of complex reasoning as well as balancing competing work pressures.
  3.   You need to work hard to help others succeed. For example, in all the conversation we’ve had today about your career, I haven’t heard anything about the team you are on and how you have helped them. If you were to move up, whom would you suggest replace you? Are they ready yet to move up? I believe that a person shouldn’t get promoted until they have grown a couple of possible candidates to take their place. Look for ways to help some more junior staff grow and demonstrate that management can have confidence in your ability to manage others’ careers, not just your own.


Her boss asked her to go away and to think about the conversation, then return the following week with a plan for how she could stretch and grow in the work she was doing. It turned out to be a pivotal conversation in her career. Years later, she would look back and see that it was at that point, that her real career growth had begun. She had embraced his advice and had bloomed where she had been planted. And she’d never forgotten the advice about being an intentional  team player. Every new level of peers had welcomed her when they experienced her willingness to enable their success as well as her own.


Big Tree Strategies is a consulting firm for senior executives in charge of teams managing large projects that are critical to their organization’s success. Sign up for our monthly newsletter. Take our 2 minute assessment to understand where your team is winning and where improvements are needed. Contact us for help with your teams running large capital projects.


Permalink to Four Steps to Preventative Team Maintenance

Four Steps to Preventative Team Maintenance

“What one does is what counts. Not what one had the intention of doing.” ― Pablo Picasso

Preventative Maintenance


Over the past few years we have been developing an approach to team performance we have named Intentional Teams™.  Our research with leaders of great teams showed that they didn’t leave anything to chance. They build their teams purposefully. This approach makes sense to us, but it’s not always the whole story.

Let me demonstrate with a personal example: Many years ago I owned a small sailboat, an old wooden catamaran that I painted bright orange – I was at university and all things bright seemed like a good idea. The boat sat around outside for a year or two before I got round to trying it out.

The experience was instructive. A healthy wind was blowing as I unloaded the boat from its trailer, set up the mast and raised the mainsail. I pushed the boat out into the water, hopped aboard and I was off. However,  there were several factors I had overlooked: the wind had picked up and the waves were about three feet high; the boat had a habit of digging its nose into the waves, not riding over them; and there was a large crack just below the deck on the left hull, which, it turned out, was masterfully hidden by the orange paint.

 My dreams of sailing effortlessly on my ‘new’ boat came to a soggy end. I managed to return to the shore before the left hull filled enough to become a sea anchor. I was embarrassed with my lack of progress and furious that the boat had let me down. On reflection, my thoughts evolved – the boat wasn’t at fault – I was. I had rushed to action and in doing so had put myself in danger. I had failed to check my equipment and had assumed that my ‘repairs’ would suffice on the water. In Picasso’s terms I had intended to sail my boat but I had failed to check its safety and so failed in my intention.


Preventative maintenance

Teams need preventative maintenance as much as boats. Getting ahead of and managing bad news, anticipating problems and making changes before they are needed are some areas that teams can work on. In successful teams we found preventative maintenance was focused on:

  1. Managing sponsor expectations
    Sponsors and senior stakeholders take an active interest in the work of their senior teams, often because these teams are doing work that is critical to the organization. The temptation to micromanage can very enticing. Teams and their leaders have to analyse what senior sponsors will be interested in and find methods to answer questions before they are asked. Being aware of the Board or Executive meeting calendar and agenda and anticipating when the team might have to report can be a useful strategy to get ‘ahead of the message’.
  2. Look forward and anticipate events
    Keeping the team’s peripheral vision clear is critical to not being caught unawares. Regular mini planning sessions can be an important element in anticipating unforeseen events. Great teams build in focused sessions that allow information to flow in from all team members regardless of their seniority or specialty. Ensuring a diversity of information on a regular basis allows teams to maintain their peripheral vision and catch items that otherwise might take longer to see and react to.
  3.  Constantly managing effective communications
    Communications are a major challenge for teams managing complex projects or operations. Preventative maintenance allows teams to constantly challenge and improve their communications practices. Meetings, for example, are a constant challenge for teams – by challenging the effectiveness of meetings a team can streamline its meeting frequency, duration and effectiveness.
  4.  Using the culture of the team to prevent conflict
    Interpersonal disagreements and personality conflicts often derail team effectiveness. Leaders of intentional teams quickly step in to manage these corrosive elements of team life. A key tool is the culture of the team and the agreements that have been forged around this culture. Culture is based on repeated behaviours. If the acceptable behaviours have been identified and agreed to by everyone on the team, the leader has powerful tool to hold team members to account when they are operating against the agreed behaviours.


Going sailing without checking the seaworthiness of your craft can lead to bad outcomes. Not conducting preventative maintenance on your team can also lead to undesirable results. A small investment in getting ahead of the issues and challenges of your team will allow you a smoother ride in the long run.


In coming blog posts, we will explore each of these preventative maintenance topics further.

Click here for a downloadable worksheet: Your Purpose as a Leader

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