We worked with the global leadership team at RSA.
The team had been formed by the organisation in response to the changing demands of their market. A core team of 4 people with additional members who had a dotted line in from other areas.
They had plenty of desire and commitment but no goal or role clarity and they were underperforming relative to their potential.
“The eliteteam® programme with PlanetK2 enabled the team to invest time, in a meaningful way, in working on performance improvement.
The output was a global pipeline of business which was visible to everyone and a mechanism for people to deal with it. ”
(Former) Global Director | RSA Group
We had a 1:1 call before the programme with every member of the RSA team to understand their world. We then held a two-day eliteteam® kick off session, followed by eight further team coaching sessions over the course of several months.
We worked with the team helping them to get in place some fundamentals of team performance. The building blocks that, through shared thinking and shared understanding, would enable individual and collective performance to thrive.
We helped the team come up with their team goal (their “why” or their purpose) which was “to drive success globally and locally through relentless collaboration to beat the opposition”, which had personal meaning to all of them and behind which they could align.
We kept our language and agendas very simple and easy to digest and apply in real life. We told some stories about elite team performance and we helped them to hold one another to account by both supporting and challenging one another.
There were one or two personnel changes along the way, as there often are, and not everyone could attend every team coaching session, but with a clear focus on their newly created and agreed team goal (their purpose), with an obsession with how to achieve it and with our coaching support, the team made significant progress.
The eliteteam® programme enabled the team to invest time, in a meaningful way, in working on performance improvement.
Customer feedback was that a few months after the end of the team programme there was still recognition of the value after some large organisational changes.
The output was a global pipeline of business which was visible to everyone and a mechanism for people to deal with it.
The programme helped to prove that you could get a global team operating successfully despite not being explicitly targeted or rewarded on it.