Our Philosophy

A high-performance leadership culture involves mastering:

A team-oriented mindset where the practice of team promises, and effective team conversations lead to extreme ownership and high performance in one’s professional AND personal life.

Below is a breakdown of our philosophy:

Adopting a Team Mindset

Adopting a team mindset

The first requirement in building a high-performance team culture is that all participants adopt a team mindset through learning the distinctions of team leadership.

With the team mindset you improve:

YOUR PERSONAL OFFER & THE INTEGRITY OF YOUR PERSONAL OFFER

-What is integrity and how do you manage your integrity?

– What is your full offer as a team member?

Integrity is more than keeping your promises, it is the courage to make promises that you do not yet know how to keep, but the keeping of them manifests the full extent of who you are becoming.

– In order for a company to make transformational impace, team members must learn how to make and honor promises that they have never kept before, nor know how to keep, when they make the promise.

360º ACCOUNTABILITY

– Team members accountable for their individual promises, no matter what occurs

–  All team members recognize that if one fails, everyone fails, and they act accordingly.

RESPONSIBILITY

– Team members “volunteer” to the “promise” (A Team is by definition a shared promise) that your company makes to its customers.
– Team members make your company’s “WHY” (What the company cares about) greater than their individual concerns.

Gaining Team Commitment

Gaining Team commitment

The second requirement in building a culture high-performance team culture is that all participants are adeptly committed in making requests and offers and honoring and holding their commitments to building trust and connection, through the ability to have having honest, transparent, and authentic conversations.

In gaining team commitment and effective team promises you improve:

A COMMITMENT TO EACHOTHER’S FUTURE

Team members recognize that a “team” shares a promise, and that the promise includes the development of all other team members in their professional and personal growth.

RELATIONSHIP BUILDING & TRUST

Team members feel obligated to build trust and relationship across departments and throughout the company

MOOD AND EMOTIONS

Team members own not only the results, but own the mood of the organization and feel obligated to maintain a mood of freedom and ambition

Improving Team Behavior

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The third requirement is that all team members engage in the PRACTICES of the leadership distinctions, since we define learning as “the ability to act in a new way” consistently. With this there is improved behavior in team conversations.

A CULTURE OF PSYCHOLOGICAL SAFETY

• The ability to speak candidly without fear of retribution
• All team members are willing to give input to each other in service of the business even when the topic is outside their area of expertise or span of control.
• All team members are committed to elevating each other by offering feedback and “feedforward” on business practices and performance as well as on each other’s professional capabilities.

AUTHENTIC CONVERSATIONS

• Speaking with radical candor: Team members recognize when they are “withholding” information, thoughts and feelings that would better the company’s goals, and feel obligated and well-trained to have the difficult conversations

BREAKDOWN CONVERSATIONS

• Team members understand that with big promises, breakdowns are to be expected, and that it is each team members job to declare and find solutions for inevitable breakdowns.

Learn how we use this philosophy in our programs

Learn more…