Acorn White Paper – Creating High Performing Teams
It just so happens that this has been written at a time of turmoil for society and organisations alike. The pandemic has turned normal life on its head and made every-day work interactions difficult or even impossible.
However, it has given people a very clear and uniting challenge that has focused attention and driven real collaboration and innovation. Arguably, people’s ways of working and team behaviours have become more effective than what has gone before.
The world, however, doesn’t need to be in turmoil to have a culture where clarity and unity of purpose, collaboration and innovation are the norm. These outcomes are the central aims of Team Coaching and this series of papers reveal how to achieve them.
I hope that these papers will help executive, project and other team leaders to develop their own high performing teams, and to come out of this crisis stronger.
This is the first of a series of five white papers we shall be publishing over the next few months. They draw on our 30+ years practice and research helping leaders and teams within organisations.
It should be clear reading these that our approach to Team Coaching is driven primarily by improving results through performance. The aim of Team Coaching is a high performing team. Our clients report excellent return on investment, and in some cases have saved years of time, and millions of pounds.
You can see examples in our case studies for LLWR PCM (Plutonium Contaminated Materials programme) and Sellafield SMF (Silos Maintenance Facility), and many more here on our website.
This paper is an overview of the territory, including Acorn’s Team Coaching premise. The following papers will explore key areas in more detail, highlighting some nuanced yet common misconceptions.
Keith Longney, Founding Director