Team development has been at the heart of our work since 2005. Around it, we support leaders, change initiatives and teams going through rough weather. Always tailored, and always starting from the question: what does this team, this organisation, really need right now?
A group of capable people is not yet a team. A team emerges where people trust one another, have the difficult conversations, decide together and hold each other to their agreements.
We work with leadership teams, boards, middle management and specialist teams. Our approach is inspired by Patrick Lencioni’s team model: trust, constructive conflict, commitment, accountability and a focus on collective results. Around it, we have developed our own way of working, in which the team itself discovers what is needed and makes agreements about it.
A programme may consist of one or more development days, followed by peer consultation and follow-up. At an infrastructure company, for example, we worked with the leadership team and middle management, after which the board decided to continue with peer sessions on handling conflict, collective results and the team code.
Steering together on direction, decisions and role-model behaviour. Often combined with a leadership team scan from the FutureProofScan.
Managers who stand between strategy and delivery: connecting, translating and supporting each other through change.
Teams that are strong on content, but where collaboration could be better: from us-and-them to together.
Personal coaching and leadership programmes for leaders who want to grow in setting direction, creating room and bringing people together.
In Pura Vida, William Bos describes leadership as the way an organisation handles its bandwidth. Self-leadership, empowering leadership, shared leadership and intent-based leadership all come together in it. In our programmes, we translate this into concrete behaviour in day-to-day practice.
From knowing to doing. Everyone often knows what needs to happen; the art is to actually do it together.
We support change initiatives in which behaviour, culture and structure need to move together. We start with diagnosis, for example with the FutureProofScan, and present the findings for joint interpretation rather than as a ready-made plan.
Sometimes a team has stalled to the point where talking alone no longer helps. People fall silent, take sides or call in sick.
For those situations, William Bos developed the DGI: a short, clearly structured process in five phases. It makes the pattern visible, puts an honest choice to the team and translates that choice into concrete behavioural agreements with follow-up. We focus on behaviour and system, not on individuals.
Not every question calls for a full programme. Sometimes a single well-prepared session is the best first step.
Away days and workshops around a concrete question, such as turning strategy into action, closing the knowing-doing gap or discussing the outcomes of a FutureProofScan.
Training and group interventions for English-speaking and international teams, in the Netherlands or on location in Europe.
We start with an introductory conversation and, where needed, a diagnosis: conversations, a FutureProofScan or interviews.
We share what we see and make sense of it together with you. The plan emerges through dialogue, not on paper in advance.
We use simple, active methods and agree in advance how and when we will review progress.
What a programme delivers depends on what is going on and on everyone’s commitment. That is why we make no promises about outcomes in advance, but we do make clear agreements about goals, roles and review points. Where needed, we work with trusted partners such as Inner Compass Dynamics.
In a one-hour conversation with no obligation, we explore what is going on and what a suitable first step might be.