There are three important rules for team development:
- It cannot happen in a vacuum. For development to be effective, it must be orchestrated with the long-term aims of the organisation at front-of-mind.
- In our experience, most organisational change initiatives fail because too little, if any, consideration is given to the people working across an organisation. Climate concerns ‘how it feels to work here’. LOI™ is not orientated to building a laissez-faire, ‘happy-clappy’ work environment but a high-performance one. Being concerned about the Climate and how people feel and drawing their ideas and suggestions into the change agenda, especially those relating to the customer that are picked up by people who serve the customer directly, is crucial to achieving sustained improvement in performance.
- Focusing on just one of the three change levers that constitutes the leadership dynamic that drives Climate will be counter-productive. Any performance improvement gains made will be short-lived. This is not to say everything needs to be done at once. That too is the road to failure. The entire leadership dynamic does need to be considered but in a rational, sequenced manner so that the inter-relationships and inter-dependencies are fully and properly managed
The LOI™ process also enables organisational leaders to consider how well placed is their organisation to achieve its core strategic intent. LOI™ data provides leaders with precise and concise information about strengths and weaknesses across the three drivers of Climate, i.e. Organisational Structure, (their own) Behaviours and Processes. It enables them to establish fresh change agendas or revitalise and refresh existing ones that are designed to improve performance at a range of levels, i.e. the individual leader, a team, function, business unit or overall organisation.
LOI™ represents a vital development programme for leadership teams who:
- Are concerned about the pace of their momentum towards achieving their strategic aims
- Recognise there are issues impeding their performance but are unable to pinpoint them
- Have seen previous change initiatives wither on the vine and not deliver projected performance gains <
- Recognise there are behavioural dysfunctionalities within the team and require an objective and non-threatening process by which they can be surfaced, evaluated and resolved.
