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Teamcoaching (AGILITY)




Whether it’s a new team that’s being set up in order to together tackle those tasks that are awaiting the company in the future.

Or whether an existing team wants to reinvent itself, and possibly also re-configure and motivate itself afresh.
Perhaps there are also external and/or internal requirements that demand urgent further development.
Sometimes a team loses touch with its core/its potential or does not quite make the most of it.

You can still set just as many goals, separate these into over-arching and sub-targets, and delegate tasks and actions. Again and again, the fundamental driving forces of the entire team – as well as of individual cliques and as well as of each individual – have to be sought out, located and recognised.


Digitisation – demand for agile personal responsibility – the skill of making quick decisions
For this reason, we have deliberately devoted ourselves to the above-mentioned demands of “VUCA” and “Agile Working” and integrate these into our team orientation by means of very practical examples.
Management has never had to collaborate so strongly as today. Never before have so many hierarchical levels had to debate and decide so quickly on an equal footing. Every day, digitisation binds us ever more closely together – whether we want it or not.

The uncertainty that changes with apparent arbitrariness has to be understood in its innermost core. It is not enough to simply assert it and then skirt around it only to block it out after all. What forces are driving this uncertainty? How will collaboration develop? With what predictability or what arbitrariness, and in what proportions? How can we recognise genuine and shared self-responsibility at all in the first place, in order to then assume it for ourselves and live together? These questions are integrated into all forms of Team Building (Agility) and are tied in and addressed in a very practical way.

A strongly modified set of methods and instruments that are wholly or in part new must be learned and/or applied in order to be able to positively meet the current challenges.

1 + 1 = 1

The demand for purposeful leadership and collaboration has certainly not changed. All the same, through digitisation, we have become very much more strongly accustomed to the superficial treatment of manifestations of inner contexts.

Content and form are 2 sides of the same coin! Every action has a motive. Anyone who does not see through to the motive, the meaning of an action or strategy, cannot understand what it is about and acts purely to fulfil his/her duty without self-responsibility.
This behaviour can no longer be successful in the new world of work.

Motive (1) and action (1) form the 2 inseparable sides of the same coin in every kind of collaboration. Whoever views them as separate does not understand and cannot act with self-responsibility.

In the modern working world, we are more and more shaking up the “icons”, or the ever more abstract digital representations, of deeper connections. Everything is always becoming more compact, and it is becoming ever more difficult to see through to the intentions that lie behind things.
This condensed way of working reaches goals more quickly and also demands quick decisions.
Many executives and employees are sometimes unable to cope with this anymore. Ultimately, the internal contexts need to be further understood despite this.

A lack of speed and slow understanding and decision-making are therefore frequently misinterpreted and often even equated with lack of motivation.

Becoming aware of different motives in Team Coaching (Agility) through mirroring self image and external image.

If we want to work with agility and self-responsibility, our motives and behavioural patterns are the causes of our actions, and so it is self-evident that, within our team, we also have to deal with both self and external perceptions of our own motives. At the same time, this reveals potential that may be present – but is not being used.

All participants learn the myConsult agility communication philosophy for recognising and dissipating mutual projections as the most important method for sustainable leadership and quality in collaboration, both internal and external.

“How agile are we actually?”

The application of this model is also particularly successful when it comes to agile collaboration with a company’s key clients. Identifying mutual motives during agile negotiations, valuing them and then also actuating them through certain techniques is also a key factor for success in sales and customer care.
For this reason, a myConsult Team Building (Agility) programme is always successful and sustainable  – because it never loses sight of integrating focus on the customer.

Agile integration of various levels of hierarchy into the team orientation as an additional option.

Of course, the team has to establish itself first.

However, as a rule, one is also very easily distracted from one’s place in the team, especially during intensive contemplation of the present problematic conditions. Very often the other circumstances of leadership and collaboration with other hierarchical levels or departments are cited as obstacles for one’s own better collaboration or efficiency.

Whether this is happening for reasons of suppression or whether it should actually be taken seriously and addressed  –  in every case, agile focus must first be directed towards one’s own responsibility. “How do I, or rather, how do we actually call ourselves into the woods of collaboration every day?”

For this reason, a myConsult Team Building (Agility) programme always deals first with the level of those who want to use it to grow more strongly together. One looks to oneself first and then, when one has gained appropriate clarity, one also has the opportunity to invite another department or hierarchical level for a second phase of Team Building (Agility). One then already knows one’s own pattern of team culture and no longer has to confront it in the presence of another level.

The option of adding another team or hierarchical level is a frequently used variant of team orientation. By consolidating one’s own team, one already has the strength and desire to create mutual understanding on a wider level as well.

Team Building (Agility) – conveying new methods of collaboration

Anyone who understands and positively figures out these relationships can create a much more valuable Team Building (Agility) programme, which can also facilitate specific sections of training for new methods of thinking and decision-making.
We repeatedly experience that often, a more up-to-date understanding of agile leadership and agile working has to be taught in order to once more become more efficient as a team. The work that results from this, carried out eye-to-eye within the team, promotes understanding and therefore also speed – immensely.

It is therefore vital that these new building blocks of knowledge for New Work are taught as part of a Team Building (Agility) programme – otherwise the risk of failure and a low level of sustainability is great.

Responsible transformation of the present conditions that require change, and implementation of objectives and measures.

Team Building (Agility) encourages self-responsible thinking and action. Our approach teaches the methods that need to potentially still be learned for this through integrated training sections.

Team Building (Agility) is not an end in itself – it creates jointly developed solutions for present conditions that require improvement –  self-responsible and practical!

Agile planning and implementation = a status quo – goals – measures process

  • Describing current conditions – “Siloed communication – top down…”
  • Clarifying the order with the client
  • Individual interviews with several participants
  • “Reflecting on team factors”
  • Mutual projections
  • Self image – external image
  • Illuminating different positions and interests in the agile mindset
  • Clarifying relationships, roles, responsibilities (a rough AKV analysis in accordance with the agile checklist)
  • Kaleidoscope of the participants’ discernible motives
  • Classic actual state of the corporate and team culture
  • Meeting culture, way of communicating up until now, leadership styles, internal resignation
  • Degree of competence for self-motivation and decision-making
  • Dealing with changes
  • Strategic challenges
  • Market environment and strategy
  • Conveying the myConsult communication philosophy for how mutual accusations of blame arise and are resolved.
  • Presentation of all actual states
  • Defining target states – collecting all topics
  • Clustering and strategically arranging topic areas
  • Environmental and risk factors
  • Describing communication platforms via virtual courses – rules of communication
  • Where is the know-how for these new challenges lacking?
  • Defining the benefit of the target state
  • Dismantling mutual projections
  • Motives for possible strategic changes
  • Describing target criteria
  • A collective shoulder-to-shoulder stance for defining appropriate measures
  • Presentation of all target states
  • Elaborating suitable measures for achieving target states
  • Responsibly examining resources
  • Defining work groups and how they are to be made up from the appropriate (rotating?) participants
  • Allocating a time frame
  • Milestones
  • Agreeing, learning and practically implementing methods
  • By way of analogy, applying stable dimensions of personality (the Big Five) to collaborative work
  • Defining meetings, attendance, and virtual collaboration
  • Presentation of all measures
  • Feedback
  • Agreeing how to reflect on the process – both permanently and on a case-by-case basis

Practical successes through Team Building (Agility)

Team Building (Agility) guarantees the independent realisation of points for improvement into day-to-day collaboration in practice. Everything happens eye-to-eye without causing damage

A systematic view of the points for improvement is adopted, and always from the customer’s point of view.

In every Team Building (Agility) programme, myConsult always teaches the most important methods for achieving long-term agile success. Without these components for success, many participants would no doubt know what they want to change –  but they would not know how, in the era of an ever more digitised world of work, to continually produce the collaboration that must be worked out on an equal footing through implementing daily change.

  • Recognising and dismantling mutual projections
  • Strengthening one’s skill in dealing with one’s self image and external image
  • Extreme time-saving through abolishing mutual suspicions
  • Strong satisfaction on the part of participants, because their problems with the culture of collaboration, leadership or the style of mutual communication are worked through and resolved
  • Integrating the principles of Agile Leadership and its methods
  • Leadership up to the “top”
  • Lateral leadership
  • Motivated employees who define their own culture of collaboration for themselves
  • Revealing insights about the motives of others
  • A largely better strategic understanding of certain decisions
  • Implementation of planned solutions into the everyday through participants as an intended result of Team Building (Agility)
  • Development of a culture and competence for managing conflict based on learned methods
  • Lasting realisation that an action whose motive is unclear cannot be executed with any motive
  • 1 + 1 = 1 as a lasting realisation that motives and actions must be viewed together as one coin
  • More logical focus on the strategy and culture of the company and the team, because the understanding of each other that is gained also enables the “bigger picture” to be better understood
  • Reduction in uneconomical efforts expended on “sideshows”
  • Enhancement of management skills
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