Teams are the building blocks of contemporary organizations. In rapidly changing, resource-strapped environments, this is where everything flows together. If teams and their leadership aren’t productive an organization will have a tough time being effective and profitable.

For these reasons The Grove works to help clients build dynamic, performance-based team cultures, in both face-to-face and virtual settings. We know that organizational teams come in many forms. Each needs appropriately prepared leaders, ways of thinking about results and process, and tools that are available on a just-in-time, flexible basis.

To help clients develop strong, team-based cultures, The Grove provides the following:

• Facilitation of team-startup processes and planning sessions
  
• Graphic facilitation during web conferences for distributed teams
  
• Consultation to cross-boundary and action-learning teams
  
• Integration of team-development activities in key offsites and project kickoffs
  
• Facilitation of partnering sessions with key customers and suppliers
• Creation and implementation of system-wide training programs for Team Leadership and Team Performance
  

Our approach is based upon the Drexler/Sibbet Team Performance™ Model, a widely used model and suite of tools for both creating and sustaining team performance developed by Allan Drexler and Grove founder David Sibbet. It is augmented by our suite of Graphic Guides® (wall-sized templates) and best practice guides. They provide team leaders and members with clear, visual frameworks for developing teams and implementing practices that lead to high performance. These tools help teams identify and address blocks to high performance, including the unique issues experienced by at-a-distance, or virtual, teams.

“We have applied the (Drexler/Sibbet) Team Performance™ Model and graphic facilitation tools and processes to three different teams within our organization since we received our training from The Grove. These teams were in different parts of our business (both manufacturing and product development) and had very different objectives and team member skill sets. In each case the teams performed effectively and the team members were highly motivated throughout the process.”

—Team development specialist
at major medical equipment manufacturer