Improve optimally with Triceps
‘Step by step we guide organisations to a way of collaborating in which mutual respect, trust and appreciation are important values’
How to build a High Performance Team?
With Jan Michielsen and Rob Boerboom at the helm, Triceps has a proven method at their disposal to help unbalanced teams collaborate at their best, and book results accordingly. Step by step organisations are guided towards a way of collaborating in which mutual respect, appreciation, and trust form the basis for successful innovation by a High Performance Team. At first creativity is needed; afterwards the focus shifts towards the power of execution and a pragmatic approach. Additionally, different structures, leadership, and experience are necessary.
- Creating awareness, getting to know each other’s behavioural profiles and finding the way to collaborate effectively (workshop 1);
- Focusing on the creation of a high performance team, including evaluating the current teamwork (workshop 2), and
- Creating the ‘rules of engagement’ and evaluation of the team efforts, which include consolidating the best form of collaboration (workshop 3).
After more than a hundred Fitch-assessments with six country teams in a period of four months, SecureLink Europe has completed a fully-fledged Triceps High Performing Team programme. Mark Jenster, General Manager SecureLink Netherlands in Sliedrecht, discusses how he experienced the development of his scale-up organisation into a High Performing Team, from their phase of growth towards a corporate environment.
High Performing Team programme for SecureLink Netherlands
With the assistance of Triceps we guided the MT through the so-called Fitch analyses for individuals and groups, followed by a team assessment, for which Patrick Lencioni’s model was used. This model identifies the most important pitfalls in a team. Trust, conflict management, commitment, responsibility, and result orientation were the measurement criteria. In order to monitor where the team stands, we started with a baseline measurement.
All team members anonymously determined these pitfalls for the team and colours were allocated to these dysfunctions with a so-called traffic light system. This system scores from 1 to 10 – 10 being perfect. We scored a 2. That meant we had quite some work to do.’
People do business with people
These two men are a rock solid combination: Jan is a businessman with a ton of experience and knowledge, and Rob has a great sense of empathy and is truly focused on people. The preparation of these days was very organic: they sketched out the scenarios and together we determined the desired effect and the risks for that particular day. Starting from my own feeling and assessing the Triceps method, we funnelled down towards our higher goal. This worked very well, although it could have helped us if we had created more clarity beforehand: what are we going to do, what do you expect from me? Thorough preparations are essential.
The fourth session was all about the real human aspect in a team: trust and commitment towards each other. These are essential for the right team spirit. After Rob and Jan concluded the sessions, I organised a team activity. This was important to further build on the trust we gained. Our score? It had developed towards a 7!’
'As a leader, you have to start with yourself if you want to change the team'
The development of a team goes hand-in-hand with personal development
I still call Rob and Jan on a regular basis. By now they mainly provide me with personal coaching in my role as managing director. It’s a big added value that they understand our business and are able to quickly hand me the right tools, enabling me to book results with my team. For example they show me simple conversation techniques, or they demonstrate which roles befit somebody best. Or take my leadership role: their advice helps me to realise goals and make decisions. I also feel the need to have Triceps as my sparring partner when securing agreements.’
'Positive dynamics are of the highest importance!'
Behaviour can be measured, and determines in large part the success of an individual and/or groups
The model was developed in 1985 by the Universities of Utrecht and Twente and is based on Big-5, Belbin team roles, MBTI, Insights, DISC, Real-/Management Drives.
On behalf of the entire Triceps team, we would like to thank: Jan Michielsen, Rob Boerboom, Mark Jenster at SecureLink Netherlands, Joyce Bastiaans at Secure Design and Lidy Lathouwers at Brief van de Koning, for their inspiring words.