Lead Your Team To Peak Performance

Case Study - A Team In Transition
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To tap into the best of others, your leaders have to tap into the best of themselves first. Demonstrate how much you value them. Invest in the person, not just the professional. You will yield a far greater return.

Watch the video to hear what Andrew Boyd, Allsop's head of Development & Investment, has to say about the organisation investing in their development in this unique way.

Allsop Resi Development & Investment Team - A Team In Transition

THE CHALLENGES

The team was in transition. Andrew, a relatively new and younger partner running the team, wanted to introduce more collaborative and accountable behaviours in the team, better suited to the fast-paced market of today and tomorrow.

“We wanted to empower some of the younger guys in the team. Help empower that transition between the old and the new, the different mindsets and attitudes towards work.”

1.   Business Growth - There was too much focus on the immediate targets and short-term performance.

2.   Strategic Direction - Andrew wanted to explore the pathways, strategies or behaviours that help deliver results today whilst also sustaining performance over the long term.

3.   Talent Development - Andrew wanted to first invest in his team; to give them the opportunity to step up.

“We felt we had the raw materials. It was just about getting into a position, as a team, individually and collectively; we wanted to put ourselves on the front foot.”

THE SOLUTION

A strengths-based team development programme was agreed. This involved a mixture of team and 1-2-1 coaching over a six-month period.

The team discovered new levels of energy, engagement and productivity. Everyone had their say in where the team was going, why that was important and how it would get there.

“Everyone now is running both capacity-wise and enjoyment-wise very highly.”

1. Team session - intro

All 18 team members heard the same message about what lay ahead. Everyone had equal opportunity to ask questions and offer their opinion.

2. 1-2-1 sessions

Working to their individual strengths, each team member transitioned to more accountable behaviours and mindset. They took ownership of their targets, breaking them down into more manageable bite-size chunks. They began to prioritise more effectively, using their strengths.

3. Team session - final

The Team Strengths Profile evaluated team performance, behaviours and habits under a range of criteria. Where gaps appeared, the team committed to actions that would bridge them. You saw everyone put their hands up.

“Everyone knows their role in the team. What energises them, where they fit into the team and that part of the strategy. We identified key areas for the business to move forward into. That’s being driven by people at every level.”

A core group were then nominated to collate and draft a 3 year roadmap for the team.

“When we review performance according to the new roadmap, you can see considerable uplift there. That put us on the front foot, I can see how it would put other teams on the front foot too.”

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THE RESULTS

1.   The roadmap was approved by the team and presented to the organisation’s partnership. It has given everyone direction and purpose. It’s continually reviewed and adapted every quarter.

“In terms of where we stood last year, 3-6 months into the billing year, ending up 10% ahead of target tells you a huge amount as to how people embraced it and how we pushed forward.”

2.   The pipeline of business is so strong the team are well ahead of their required run rate for the new financial year. They’ve also managed to reduce their cost base by £200k per annum.

“You’ve got to look at it twofold. If you look at the investment we’ve made in the younger people in the team, instead of burdening ourselves with bigger budgets and recruiting externally and the lag associated with that. You could quite easily argue that it would be 20X ROI, that’s fair enough.”

3.   However, they’ve no intention of slowing down. They’re having fun now, they’re all playing to their strengths. Andrew’s investment in the team has paid off. They now have impressive financial and business growth, a clear strategic direction and are developing expert talent.

“The programme is recommended by everyone in the team. It was real and tangible. It has been raised in every appraisal since, including some outside of our team. The individuals and the team have got a huge amount out of it.”

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