About the Program

Why teams are not Great Teams?

When we go to school, we are reminded that we are not good enough, we are told that this kid is better than us, that we are better than this one, but we shall never become better than this other one. Competition starts and it will never stop. For many of us competition started earlier at home with brothers and sisters.

This competition pushes us to develop qualities and skills that will serve us all our life. But at the same time, it fosters an unsafe environment extremely detrimental to teamwork, that we perpetuate and maintain unconsciously.

To become part of a Great Team we have to unlearn the way we were a team member before and develop the skills of listening, empathy, an Agile mind and learn to create a safe inspiring space in which we can keep people accountable without having to threaten them.

As many consultants suggest, to create Great Teams members need to take the commitment to support each other, but this commitment should be sincere. The real support is impossible without unlearning our unconscious competitive behaviors. This will shift the team members from being in competition to being in emulation. Competition creates an unsafe environment and destroys the team spirit, while Emulation builds it.

 

Why an unsafe environment is usually counter-productive?

According to neuroscience, when we are in danger our parasympathetic nervous system depletes our brain of its blood supply and most of it is sent to the limbs to either fight or flight the perceived danger. As a consequence, our neocortex shuts down to its bare minimum and our cognitive capacities resemble to that of a monkey. Often, when the perceived ‘danger’ disappears, we regret having said this or done that.

 

What do we need to unlearn?

We need to unlearn to Pinch* either our customers, our staff or our boss. We need to unlearn to put them in danger because it is counter-productive to what we want. We need to learn to motivate them by inspiration rather than by fear.

We need to unlearn to be right, to push our ideas, to listen but in fact prepare how we shall use what you say to convince you. We need to unlearn to micromanage. Some of the leaders that went through our program said that the most difficult for them was to get to the office and prevent themselves from telling their staff what to do.

We need to unlearn many things in order to become a good support for each other.

 

What to learn?

How can we be a good partner to our team members, if we don’t know what is difficult or painful to them? How can we support them to do their job? How can we not push on their buttons? How can we not be a danger for them?

If we don’t know what their emotional difficulties are, we cannot expect to be good partners.

 

How to learn?

By learning about our own emotions and our own needs.

Participants realize how their needs to perform and to shine put other team members in danger and are counter-productive to the team.

 

What can’t you expect from the program?

We shall not tell you what to do. For us you are the expert of your job.

 

What can you expect from the program?

1-    Learn how to make an opportunity from a crisis

Crisis is written in Chinese with two ideograms: danger and opportunity. Leo methodology was born from a crisis, a huge crisis. You can really learn to make an opportunity of any crisis.

2-    Learn to build a Great Team

Some leaders hope their team will become a Great Team without having the team members learn to become a Great Team member. It is what we call magic thinking. The process takes time and effort, and we are expert to help you in that Journey.

3-    Learn to create a context of trust and support.

Trust, empathy and support are the major elements that will make your team become a Great Team.

4-    Learn to encourage support systems

Today our unconscious survival mechanism makes us be a poor support system for our colleagues. You will learn how to become a good support system for your team members either at work or at home.

5-    Giving and Receiving feedback

Giving and receiving feedback is the most essential skill to develop. Can we get what we need to be done if we don’t give feedback? Can we build trust if we don’t allow ourselves to give sincere feedback?

To develop a constructive culture of giving and receiving feedback requires personal mastery skills:

v Listening

v Empathy

v Trust building

v Creating a safe space

All these skills can be learnt to give constructive feedback. Learning to give feedback without developing these personal mastery skills is a mechanical cosmetic exercise.

To be able to receive feedback constructively we need to learn to not take it personally and make a learning out of it.

The one-year program gives special attention to this set of skills not only because we know how to help leaders develop them, but also because we believe they are the most important ones for your business success.

 

How do we do it?

When the unconscious automatic mechanisms are not addressed, competition and separation remain in the team. To create Great Teams, we help team members identify the individual mechanisms that induce this lack of trust, this lack of empathy and this lack of support.

As a consequence, everyone in the team comes to work inspired, knowing their colleague is really there for them.

This is our expertise.

 

Who should attend?

Teams or Leaders that want to learn to develop these skills, that desire to create a safe and trusting context in which the team will thrive and ultimately the adjacent departments too.