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The High Performing Team Journey

Raise your top management team to the highest level. Our unique program covers four crucial axes: team mission, team spirit, team building and team working. By using a balanced approach we alternate workshop sessions with interactive training.

  • Customized

Our unique program covers four crucial axes: team mission, team spirit, team building and team working. By using a holistic, balanced approach we alternate workshop sessions with interactive training, as well as individual and collective coaching. On the High Performing Team Journey, you:

  • increase mutual understanding about your team mission and responsibilities,
  • create a mutually accountable team on a common purpose, a collective code of conduct that also becomes a strong role model,
  • define an effective modus operandi and stimulate one-to-one collaboration, in line with the team’s priorities and projects,
  • connect successful often individualistic high-level executives by building on their strengths and compensating their limitations.

Duration and content is flexible, based on priorities identified during the first day. The sessions comprise hard and soft topics that include a mix of on and off the job collaboration linked to day-to-day situations experienced by the team, individual and collective interactions with active observation and brief, one-page written outputs.

For who?

Leaders (CEOs) together with their executive teams (EXCOM)

After completing the training

  • ‘Hard’ takeaways: Written co-created outputs: change and strategy scan / shared priorities and projects / roadmaps / team mission / code of conduct / typical agenda and golden rules for meetings / governance / roles and responsibilities / team maturity and leadership style / personal action plans / ‘deep dive‘ in trust components.
  • ‘Soft’ takeaways: new behaviors developed by team members: both collective (e.g. apply other decision-making modes, deal with tensions, speak with one voice and bridge multi-cultural gaps) and individual (e.g. give and receive feedback and communicate in a positive way).


  • Exchange with team leader on current situation, desired future state and solution roadmap
  • Team meeting to present and discuss the programme Individual short interviews with every team member (reactions and expectations towards the programme)
  • Team assessment via online-surveys TASK and DISC-WPMOT (evaluate team practices, identify individual and team behavioral and motivational profiles)
  • Feedback to the team leader and programme adjustments where necessary
  • Five stages of team development (from working group to high performing team)
  • Five key components of a high performing team DISC and WPMOT: Explanation of the model, presentation of individual personality profiles and team analysis, exercises, individual and collective actions
  • Wrap-up: Agree on team priorities, formalize co-created outcomes plus individual coaching
  • Team mission: Define the team’s purpose, main responsibilities and related KPIs
  • Team spirit: Illustrate the power of ‘one voice ‘, explain 3 core team values, create a ‘code of conduct‘ with/for the team
  • Wrap-up: Formalize co-created outcomes
  • 5 decision-making modes: Illustrate and decide how the team can best use each of them
  • Strategic priorities: Define team ‘must win battles‘ and create concise roadmaps
  • Team meeting: Clarify yearly cycle, typical agenda, meeting dynamics
  • 4 stages of team maturity and leadership style: Discuss present, future situation and action plan for the team and its leader
  • Dealing with controversial topics: Illustrate and coach how to move from debate to dialogue then synthesis – the double-helix approach
  • Wrap-up: Formalize co-created outcomes
  • Clarify corporate governance (all meetings)
  • Clarify key team activities, individual roles and responsibilities
  • Giving and receiving feedback. Apply by engaging team members in guided bilateral discussions on perceived individual added values, limitations, and trustworthiness (credibility + openness + reliability / self-orientation)
  • Wrap-up: Formalize co-created outcomes
  • Presentation of conclusions and recommendations to team leader
  • Observation ‘in vivo‘ of team changes
  • Future development (further options, for example, coaching, renewal of surveys etc.)

Learning Tools

  • The most important point to profit from the learning journey: apply your learnings!
  • Action plans are defined already in the training room to allow the participant to evaluate his progress against his own standards in daily life
  • Lively, interactive training days are the backbone of the learning journey.
  • Positive confrontation and feedback stimulate to change the behavior.
  • Interaction within the group allows to learn from peers in a safe yet challenging environment
  • Smart and easily accessible reminders of key lessons learned.
  • Customisation possible.
  • Provides insight into one's own behavioral strengths and challenges.
  • A common, simple language is created that helps people better understand themselves and adapt their behavior towards others.
  • Blends perfectly with the Krauthammer learning methodology to create identification.