Relationship-Centered Approach to Team Building

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team one goalWhy do I advocate relationship-centered team building?

In 2015 Google published a study finding that their most effective teams had one thing in common, people could speak their mind without fear of ridicule. This led to innovation and speed beyond anyone’s expectations. These findings confirm recent neuro science research that identified people’s need for relationship (inclusion) was as important to survival as food and shelter.

Ms. Carrillo’s approach to training and developing high performing teams is based on this evidence-based research. Each organizational culture has developed a set of criteria for inclusion and exclusion. Effective leaders recognize the culture and learn to use it to create greater inclusion.

The wider the inclusion net is cast, the more people buy in to the goals and desired outcomes of the organization. Our process follows this basic process that allows for variations in timing and order of topics.

  1. Introduction of neuro science leadership principles. Understanding the brain and how our actions impact our own and other’s effectiveness.
  2. In depth discovery and understanding of self and others on the team. We employ various self-disclosing tools that people share within their own comfort level. We find that as trust grows incrementally, people are willing to share more.
  3. Team members learn new models and skills to improve their communication skills and their ability to influence change.
  4. The team moves from relationship to task to test their newfound knowledge while working to solve complex problems. The team engages in action learning which means they go into the field and practice their communication skills to gather timely data to fuel action planning.
  5. One of the first tasks is to develop a team charter. It consists of a vision, mission, team norms, expected results and roles and responsibilities. The senior executives review the document with the team to approve or add to it. This reduces the possibility of the team failing to meet expectations.
  6. As the team moves into implementation, the true test is each individual’s ability to deal with disagreement and accept or give performance feedback in a timely manner. We introduce this process in a safe environment using both positive and corrective performance feedback. Just as an athlete accepts coaching as a natural event, the team learns to coach and be coached.
  7. Success is evaluated through measurable goals set by the team. They agree to expectations for performance that include accountability and commitment.
  8. Once the action plans that include estimated resources and measurable objectives are completed, senior management approves or spells out where she or he wants to be kept informed.
  9. Structures to keep the team on course include a quarterly day-long meeting facilitated by the consultants for the first year to provide guidance and support. Before the conclusion of each meeting the senior leader attends for an update and again to affirm the team’s direction.