About the Program

This is a one-year program we designed in partnership with Tbilisi Open University, for teams and individual leaders so that they learn to create Great Teams.

A Great Team is a team where each member goes to work feeling trusted and valued during the day, then returns home feeling fulfilled, like they have contributed to something greater than themselves.

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.

Why an unsafe environment is usually counter-productive?

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?