Each month at Get Momentum we coach leaders to improve their management and productivity skills. In August, we focus on:
Building High Performing Teams
This month, individual contributors, project managers, entrepreneurs and leaders around the world will spend 2-6 hours learning to become a better team leader…and team player.
We serve our clients as Executive Coaches and corporate leadership facilitators.
Specifically, we help you to balance a healthy dose of focus on the present WITH time, energy and focus spent on the future.
But, how do you do that?
If you read the book “Get Momentum,” you know that we ask you several #momentum causing questions. The first one – found on page 27 of the book – is:
“What do you want to be known for?”
Note: When we ask “What do you want to be known for?”, we’re really asking you to focus on a specific role for a specific period of time.
When you combine this method of thinking along with the focus of this month’s Get Momentum theme (Building High Performing Teams) you’ll be able to chip away at the more important projects that you’ve been waiting until you have time to get to!
Here’s what one Get Momentum member in Portland, OR wrote:
I am relatively new in my company and the monthly theme for “High Performing Teams” came at a great time.
Our problem was a lack of clarity and alignment around our future roadmap and a general feeling that the company has lost its sense of urgency. I’ve pulled together a cross-functional team to talk about our future roadmap, and started by working with them to develop a high-level strategic focus for our team. This has helped to engage everyone in the group, and we’re having a weekly meeting with assignments and accountability check-ins to keep things moving. We’re still early in the process, but I can already feel a shift from “waiting for someone else to tell us what to do,” toward “deciding to do things and moving them forward toward a mutually understood goal.”
At the end of this phase of the process, I expect us to produce a set of roadmap priorities that has buy-in, that the team can be proud of, and that is aligned with the overall company goals. The main benefit is that people don’t think it is OK to sit on the sidelines, and they are beginning to embrace the principle of “speak up about things you disagree with” so that we can resolve the issues, decide, declare, and move forward.