ERS leadership wanted and needed the newly merging Claims Dispute team to do more, better. They understood and supported team performance improvement and were prepared to invest in them.
It was a brilliant example of understanding the need to focus on performance as well as results to get to improve team performance and results.
We were brought in to ERS to work over nine months with a front line team in a busy, pressured environment. They were merged with another team to form a larger team of 15 people and we worked with the full new team. There were very good people, working hard and expert at their roles, feeling the stress of individual work queues.
“We are now a team. We understand that we all have a role in that team and we are clear what that role is.
We work together to meet our targets to get the results we know we can and need to achieve. We recognise that we all bring something to the team and we lean on each other and utilise each others expertise.
The team now wants to continue to improve their performance in order to assist other areas of the business as much as they can.
We feel in control of our own and the team’s performance, we have confidence in ourselves that we can achieve the results we want by working together and we are now connected as a team.”
Rosalind Davies | Team Leader / Solicitor | ERS
A programme of support over 9 months – starting with a two day kick off and followed by 6 team coaching sessions – some of which included 1-1 coaching.
We introduced core team principles of Why, What and How (Why the team existed – purpose – What would tell the team it’s on track and How the team needed to perform).
We also focused on role clarity, strengths, mutual accountability and learning. We used the 3Cs of motivation – control, confidence and connectedness – to help the team build their collective motivation together.
We regularly reviewed how well the team were doing what they said they wanted to do and adjusted as we went. The team built momentum.
Feedback from the team members, on a personal and organisational level, was outstanding. Team performance transformation was evident. Immediately there was a greater acceptance of the team conditions as a part of their performance challenge.
People understood why their role was important, the relevance of their team in the organisation and how they could make a greater difference.
“Since staring the programme, we have seen a 13% increase in the volumes of cases we have settled, quality audits scores have improved by 9% and the level of avoidable litigation has reduced by 6%. These are all tangible improvements which will have a direct financial impact on the business.”
“We feel in control of our own and the team’s performance, we have confidence in ourselves that we can achieve the results we want by working together. We are now connected as a team having built strong working relationships with each other.”
“We recognise that we all bring something to the team and we lean on each other and utilise each others expertise. The team now wants to continue to improve their performance in order to assist other areas of the business as much as they can.”
“The PlanetK2 programme has been a complete turnaround with the way I think about my work. The programme has encouraged the team to work together, rather than just working as individuals.”