Create room to grow
Effective Team and Organizational Development
Starting as a new team leader? Planning a reorganisation? Feeling uncomfortable in your team? Or would you simply like to create more effective and purposeful collaborations in your team?
The reasons for needing team development or the development of an organisational unit are varied—the solutions equally so. With my guidance, you can undertake initiatives suited to your needs for development.
Individual steps of team and/or organisational development
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Take stock of your situation and the associated challenges.
Ask about expectations about the desired impact and the next steps.
• Provide perspective about possible accompanying initiatives.
Decide together whether a collaboration would make a meaningful impact.
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Discuss the process proposal or specific workshop designs and refine these together.
Make the necessary preparations (e.g. find a venue, invite participants to preview the content, create material for the workshop, etc.).
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Implement concrete measures, e.g. in the form of workshops, conflict mediation, etc.
Ensure the transfer of key take-aways into everyday work.
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Document the output of workshops, conflict mediations, etc.
As a team leader, remind the team about the findings and ensure implementation of agreed upon follow-up tasks.
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Reflect on the impact of the support measure.
Identify and address potential need for further action or just celebrate the achievements.
“I particularly appreciated the down-to-earth attitude and pragmatism - Pascal enabled us as a team to weigh the advantages and disadvantages at every intersection and to make decisions.
His warmth, along with a few very helpful tools, made a decisive contribution to ensuring that we achieved quick and productive implementation.”
Dorothea Bergler – Co-Head Institutional Fundraising, Swiss Red Cross
Do you want to achieve great things with your team or with your broader organisation?
Take the first step now and get in touch with me!
Examples of past team and organizational developments
Forming a team (City of Berne)
Prompt: Starting as team leader after a longer period without anyone heading the team.
Contents of the 1-day workshop
Inventory of current and upcoming team topics that need to be addressed.
Prioritisation of the identified tasks and clarification of responsibilities.
Working through tensions in the team and developing a team charter for cooperation.
Comparing expectations between team and team leader.
Ensuring the transfer of the workshop take-aways into everyday work.
Support for a self-organised team (Bedag)
Prompt: Desire to organise work in a team without a team leader more effectively after the completion of a pilot phase
Contents of the sequence of several half-day workshops over the course of a year
Review of roles and responsibilities in the team and a resulting recalibration of the team structure.
Comparison of expectations for collaboration.
Development of a shared purpose as a point of orientation.
Empowerment and procedures for regularly exchanging feedback and addressing potential conflicts.
Support for a change process (AO Foundation)
Prompt: A team reorganisation
Contents of the change process
Support in designing the change process.
Moderation of workshops to analyse the current situation, develop a target vision, and plan implementation.
Leadership coaching around topics pertinent to change.
Support in reorganisation implementation.
Mediation of a conflict (anonymous)
Prompt: Conflict between managing directors in different regions and cultural backgrounds
Contents of the conflict mediation
Assessing the various parties' willingness for a mediation process.
Conducting initial bilateral talks.
Workshops to resolve conflicts.
Final meeting to assure root change had been achieved.
Would you like to make your own start with team and organisational development?
Compass for high-performance teams: Gain clarity about a team’s strengths and areas for potential development
80 questions for a holistic view of your team! It all started with a question about high-performance teams during an ETH leadership seminar and is now a self-evaluation for you and your team to gain clarity about your strengths and areas for development.
Are you curious about where your team stands? Then click on the link, answer the questions, and 48 hours at the latest read a report, which you receive into your mailbox, about your team’s strengths and areas for development.
Transformation Map: Orientation on the path to agility/self-organisation
How agile should you really be? The Transformation Map provides the necessary orientation.
Condensing and coordinating various maturity models, the transformation map gives you an overview of all relevant areas of a transformation. It includes important environmental factors and makes clear when the focus lies with your own development and when the interaction with your environment might need to come into focus. And it is development-orientated: Through dialogue, we identify what really works so that the next steps can be planned together.
Tools for change processes: Tackling change step by step
Change is the new normal. But is change always really necessary? And what issues need to be considered during a change process?
Check for yourself whether your environment is ready for change and what your own motivation for change is. Or read through the compilation of various change models and complete your knowledge of change processes.
