Damien Versele

learning architect 

deep change contractor


In this age of ubiquitous information and 

split-second changes, teamwork is the only 

long-term competitive advantage that 

is far from being used optimally (P. Lencioni)

introduction

Each team has its own dynamics that every manager should take into account. After all, the team consists of participants interacting with each other based on their own expectations and needs.  Belonging, recognition, power, status, etc. are important themes.  Trust in each other is fundamental.  The team also develops its own identity over time. Working with a new start-up team is completely different from working with an experienced, high-performance team. The role of the manager is correspondingly completely different.

     


To be efficient, a team must fulfill a number of basic conditions. First of all, it is important to share an inspiring, explicit and supported ambition, translated into clear and achievable objectives. The team has agreements about who does what and how: what are the different (main) tasks and roles, how are they divided, and how are they carried out?  Good leadership takes into account the diverse strengths and skills in the team and creates space for team members to continuously learn. Against a background of trust, team members should also be aware of their responsibility for the collective performance of the team. Important processes to monitor and arrange properly are communication and feedback on the one hand and decision-making on the other. Finally, good teamwork requires conscious and skilful handling of conflicts.

The operation of a management team imposes additional requirements because this team determines the course, sets the benchmarks and should inspire the organization or company to increasingly better results for customers (and employees and society). In this sense, the performance of a management team is directly proportional to the focus on results and impact of the larger organization.  These principles also apply mutatis mutandis to communities and cooperatives.

1. your challenge

  • you are looking for a meaningful team-building with your team
  • you want guidance in starting a new team or community
  • you want to update the cooperation agreement with other self-employed collaborators
  • you want to rectify a lack of flow or involvement in your team
  • you want to set new standards and achieve better results together with the management team (and policy staff)
  • you want to discuss and tackle conflicts within the team
  • you want to celebrate your team's successes

2. offer

Damien accompanies:

  • people wishing to form a new team or new community
  • existing teams or communities that want to strengthen their operations or work through conflicts


The guidance focuses on:

  • the ambition: formulating mission, vision, objectives, values
  • the team climate: working on trust, involvement, shared responsibility
  • effectiveness, resilience:
    • improving the communication and/or decision-making processes within the team
    • coordination regarding task division, role negotiation, work agreements, expectations
    • optimizing use of the available talents
    • growing towards independence and performance
  • learning from each other
  • conflict management


The coaching is aimed at encouraging high-performance teamwork: shared ownership of the team's work and results.  The approach is appreciative and aims a priori at broadening the positive core of the team.  The conversations continue in a climate of relaxation, exploration, feedback promotion and creativity.