Do you feel that you as a group are ready to take the next step, that you want to develop as a group, deepen your collaboration or take on bigger assignments?
Do you question or feel frustrated about how you work together in your team/management team? Do you experience that you do not pull together, that the work progress too slowly or a lack of nspiration and ideas? Do you blame yourself or others for the things that don’t work? Perhaps you have the feeling that you work against each other or that your collaboration is colored by conflicts?
Often individuals are not to be blamed for a less constructive collaboration. It is rather a symptom of that you haven’t spent enough time on forming reasonable and clear goals, structures and roles. Smooth and constructive cooperation requires that the team put the everyday work agenda on hold and concentrate fully on what you are to achieve together and how to design the collaboration. This goes equally for new teams wanting to find comfortable and efficient forms, experienced teams seeking revitalization and teams troubled by conflicts or deadlocks. Our work with teams aims to reach lasting effects in efficiency and productivity, which generates increased job-satisfaction and well-being.
Assessing the teamwork and designing relevant roles and structures are important issues, but there are more aspects to working together. In our workshops, we add parts that address informal and spontaneous processes between the team members: different expectations, the feedback culture, particular bones of contention or unexplored conflicts and conflicting demands of the surrounding organization. We have experience from various kinds of work teams. Lately, we have worked especially with management teams, adapting our methods to the fact that they usually spend little time together and that the members have to juggle several team memberships that may compete for attention and loyalty.
We recommend a format of 1 ½ day workshop with a ½–1 day follow-up session in 3-4 months time.
Sometimes it suits the purpose of the team or the conditions they work under to establish a continuous development process, fusing discussions on collaboration with operational concerns. In that case, a series of shorter sessions is the preferred arrangement. This kind of consultative supervision can be varied according to needs: a more process-focused one, tracking the development of the team; “case-oriented” consultation, looking at specific issues of current interest to the team; or structured, educational sessions where we work on predetermined themes to ensure that common tasks and problems are perceived and handled constructively.
Maybe you feel that you have the potential to contribute in more ways than you already do and prepare yourself for taking on a bigger responsibility and?
Are you maybe wondering whether you are in the right place or if you have ended up in a professional deadlock? Or are you feeling confused and divided because of the demands from work and other areas of your life? Do you feel that you tend to make the same mistakes when under pressure, or that your professional role that has started to feel limiting?
Individual support or coaching can be the reason for contacting us or a logical consequence of other developmental interventions. We offer coaching, designed to increase your personal repertoire and polish your leader or professional skills. The coaching starts from a professional challenge or dilemma but will often include other aspects of life.
Together we choose the best setup to meet your needs – a shorter or longer series of sessions, a more narrow or broader focus, more or less structure. When you and your direct superior have discussed the desired outcomes of the coaching together, our experience has shown that it is generally favorable to start with a three-parties meeting where we together discuss the goals and how to follow up on them. Apart from these meetings it is important that you feel free talk about whatever feels most urgent and that your work in the coaching is protected. If your employer doesn’t feel a need to take part of the coaching, we will only work with what you bring.
We do in-depth assessments to be able to accurately describe both strengths and risks, to use but also go beyond what is immediately observable or described by the person. In connection with selection to strategically important positions, assessments have an obvious place. An unsuccessful recruitment leads to substantial costs and human suffering. To increase the probability of success you need to ensure the match between the resources and experience of the individual and the expectations of the role. In selection assessments we look at the applicants with the eyes of the organization. The more we know about organizational culture and actual challenges, the more accurate our assessment will be.
Assessment is usually one of the last steps in the recruitment process and time is scarce. We are used to short deadlines with preserved specificity and quality and will give you the information you need in time.
Even though the needs of the organization are the guide of the selection assessment we aim to make the process meaningful for the participant. We encourage the participant’s curiosity and wish to get to know themself, and give a transparent and developing feedback.
The purpose of assessments is to increase the possibilities for individuals and organizations to succeed – to have the right people in the right places. It is also an exclusive opportunity for learning – discussing your professional self with a development-oriented psychologist can increase reflection and self-awareness and can be the starting signal for a personal journey of change.
We strive to do specific and in-depth descriptions rather than reducing the individual to a point in a diagram or solely comparing them with others. We want the assessment to be informative and developing for both participants and organizations.
To optimize the assessment process for learning we recommend that it entails several steps. In addition to the testing and separate feedbacks to participant and organization we have found it favourable to do three-party follow-ups where participant, manager and consultant discuss the results of the assessment. When development is the specific goal of the assessment we recommend a series of coaching meetings where the participant and consultant are able to deepen relevant themes.
