Transformative Leadership Conversations with Winnie da Silva

“Interpersonal issues should be dealt with by the individuals, and team issues should be dealt with by the team collectively… I think most team leaders and team members would absolutely agree with that because, as you say, issues that pop up with individuals on the team, they're going to spill over into the team. And so what we're offering here is that early detection tool to prevent this very thing from happening.” - Winnie da Silva

In this podcast episode, Winnie and Peter discuss the importance of continuous improvement mechanisms within teams. They highlight that, despite most teams wanting to continuously improve, they often struggle with how to do it. Peter and Winnie provide practical ways to implement mechanisms for ongoing improvement.

Episode Highlights:

Analogy from Manufacturing

Peter shares an analogy from his experience working with manufacturing teams that use sensors in equipment in order to detect problems early. This mindset is about monitoring and early detection, ensuring corrective action can be taken before issues escalate.

The Need for Continuous Improvement

Peter emphasizes the importance of continuous improvement mechanisms in maintaining and increasing team effectiveness over time. Teams that invest in these mechanisms become more effective, while those that don't tend to become less effective.

The Challenge of Time

Peter acknowledges that time is a common barrier to investing in continuous improvement mechanisms. Many teams may feel they don't need it or that their current processes are "good enough." Winnie and Peter argue that these mechanisms are crucial for building a truly effective team.

Three Continuous Improvement Mechanisms

Winnie introduces three important continuous improvement mechanisms:

• Ongoing exchange of honest feedback between team members.
• Regular evaluation of team meetings.
• Team effectiveness checkpoints.

Feedback Exchange

Winnie and Peter stress the importance of an ongoing exchange of honest feedback between team members. Regular feedback is critical for maintaining good interpersonal relationships in the face of changing workplace dynamics.

They share two favorite questions for requesting feedback: "What am I doing that you appreciate most, and why?" and "What would you like me to do differently, and why?" The benefits of regular feedback include faster problem-solving, improved job performance, better processes, increased trust, conflict reduction, and more.

Feedback's Impact

Peter mentions that their work on feedback skills has a lasting and substantial impact, with people sharing stories of how feedback has helped them even years after their engagement.

Separating Personal and Team Issues

Winnie emphasizes the importance of addressing interpersonal issues individually and team issues collectively. Feedback exchanges help resolve interpersonal issues effectively.



• Meeting Evaluations
• Peter discusses the significance of regular evaluations of team meetings, particularly during periods of change. Effective meetings can contribute to team success.
• He mentions various methods for conducting meeting evaluations, such as using Trello or Slack.
• Using Evaluation Input
• Winnie and Peter explain that the input collected from meeting evaluations can help meeting facilitators propose process tweaks to the team.
• They emphasize the importance of conducting evaluations frequently during periods of significant change in meeting processes.
• Team Effectiveness Checkpoints
• The third continuous improvement mechanism involves conducting team effectiveness checkpoints, once or twice a year. This "pause and reflect" exercise is intended for an overall assessment of the team's functioning.
• Questions Used 
• Winnie describes the metrics used in team effectiveness checkpoints. Team members rate the team on five dimensions: quality, efficiency, satisfaction, individual learning, and team learning. 
• Members are then asked specifically about what is supporting and reducing team effectiveness. This is followed by suggested changes to maintain or increase effectiveness.

Resistance to Continuous Improvement

Winnie acknowledges the resistance to investing in continuous improvement mechanisms is often due to a lack of time. They encourage teams to experiment with these practices and evaluate the return on investment.

Leaders' Role in Continuous Improvement

Peter suggests that leaders should prioritize open and honest discussions that help teams pause and reflect on their functioning. Such discussions are the secret sauce for team effectiveness.

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



“‘The conversation is the relationship.’ Is a quote I come back to often from the book Fierce Conversations from Susan Scott. What this means to me… is that the quality of our relationships depend on the quality of our conversations, which of course then directly impacts the quality of our work together as a team.” - Winnie da Silva

In this episode, Winnie and Peter explore the concept of high-quality conversations and their importance within teams. They discuss the significant impact of conversation quality on relationships and team effectiveness, emphasizing that it is critical to all other building blocks in Peter’s methodology.

Episode Highlights:

• Winnie shares this quote from the book "Fierce Conversations" that underscores the idea that the quality of relationships depends on the quality of conversations. This, in turn, directly affects the quality of teamwork.

• Unequal participation, lack of candor, and poor understanding of others’ reasoning are common dynamics in meetings and discussions, and they stress that these are problematic.

Business Case for High-Quality Conversations

• Peter encourages the audience to consider the costs associated with low-quality conversations.
• Winnie and Peter assert that it's not enough to bring people together for work; it's essential to ensure the conversations are of high quality, with broad participation, candor, and the sharing of views and reasoning.

How to Work with Teams on High-Quality Conversations

• Winnie explains that working on high-quality conversations is a relatively straightforward process.
• They emphasize creating a climate for conversations where people feel psychologically safe to speak up and engage with others in open discussions.
• The aspiration is to achieve broad participation, candor, and mutual understanding within team conversations.

Three Steps to Implement High-Quality Conversations

• Describe the attributes of high-quality conversations, why they matter, and how they look.
• Identify barriers to these attributes, which can reveal hidden team dynamics.
• Encourage practice and the use of language and behavioral best practices to increase conversation quality.

Best Practices for High-Quality Conversations

• Winnie introduces six best practices that fall under three primary topics: Participation, Candor, and Understanding of Reasoning. For each practice, there are both "self" and "other" components to encourage improvement in conversations.
• Participation
• The objective is NOT that everyone speaks for the same duration.
• The objective is to ensure that everyone has an equal opportunity to speak, and on important topics and decisions, everyone has been heard.
• Candor
• Winnie and Peter discuss the importance of managing self by speaking candidly and pushing one’s comfort zone on this.
• They explain that, when interacting with others, one can inquire about what others are thinking to encourage candid dialogue.
• Understanding of Reasoning
• Peter stresses the importance of sharing reasoning when stating opinions.
• In interactions with others, he encourages asking questions about the reasoning behind others' opinions.

Understanding of Reasoning

• Peter stresses the importance of sharing reasoning when stating opinions.
• In interactions with others, he encourages asking questions about the reasoning behind others' opinions.

Implementing Best Practices

• Winnie advises keeping these six best practices visible during meetings and on team agendas.
• The practices can serve as reminders for the team to work on their conversation quality.

Challenges in Implementing High-Quality Conversation

• Peter discusses the relative ease or difficulty of implementing changes in participation, candor, and understanding of reasoning within a team.
• He emphasizes that increasing candor is the most challenging, as it often requires a shift from historical norms of not expressing true thoughts.

Benefits of High-Quality Conversations

Winnie and Peter emphasize the significance of high-quality conversations in team effectiveness and describe the growing confidence and sense of accomplishment that teams experience when improving their conversations.

Always prioritize high quality conversations.

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



Fierce Conversations by Susan Scott

“The word ‘culture’ gets thrown around a lot and sometimes it seems like people see it as something that teams don't have until they define it. However, every team has a culture, whether they recognize it or not.” - Winnie da Silva

In this episode, Winnie and Peter explore the importance of developing an aspirational culture with supporting norms. They emphasize that teams already have a culture, but it may not be explicit or aligned with their goals. Developing a shared vision for the team's culture and defining specific norms can significantly improve team effectiveness.

Episode Highlights:

Challenges in Developing Team Culture

Peter discusses how teams are often composed of individuals with diverse backgrounds, values, and experiences. This leads to the formation of a patchwork culture consisting of implicit norms, diverse expectations, and behaviors that can hinder team effectiveness.

Defining Culture and Norms

• Winnie and Peter provide definitions for culture and norms.
• Culture is described as the result of implicit and explicit rules guiding behavior within a group. It is learned from the environment and reflects a shared mindset and common language.
• Norms are specific behavioral agreements or rules intended to help the team “live into” their aspirational culture.

Process of Defining Culture and Norms

• Peter and Winnie explain how they help teams define their culture and norms.
• New teams have a blank slate to define their culture, while existing teams will need to shift from their implicit culture to an explicit, agreed-upon culture.
• They introduce five key questions that serve as a framework for this work:
• Why bother?
• Describe the culture you'd like to see in this team a year from now.
• What challenges do you expect in living into this culture?
• What agreements should be made to address these challenges (team norms)?
• How will departures from team norms be handled?

Importance of the "Why Bother" Question

Winnie explains the significance of the "why bother" question. Teams need a clear motivation to invest time and effort in defining their culture and norms. The aspirational culture should be reflective of the five metrics for team effectiveness.

Defining the Aspirational Culture

• Winnie and Peter walk through the first two prompts used to define the aspirational culture:
• Describe the team's desired culture
• Provide details on what the team should be doing or not doing, what patterns should emerge, and what experiences team members should have.
• They emphasize that this description should reflect an inside perspective and should focus on the most important elements.

Anticipating Challenges

Teams are encouraged to think about potential challenges in "living into" their aspirational culture. This prepares them for the journey ahead, ensuring they are not surprised or discouraged when obstacles arise.

Defining Team Norms

• Peter explains the next step of defining team norms based on the aspirational culture and expected challenges. These norms are specific, behavioral agreements.
• Teams are advised to focus on a short list of norms, usually around 5-8, that address the most important anticipated challenges.

Dynamic Nature of Team Norms

Winnie and Peter emphasize that team norms are not static and should evolve over time. As teams overcome challenges, they can drop old norms and adopt new ones as new challenges emerge.

Anecdote on Team Culture and Norms

Peter shares an example of a team's aspirational culture statement and associated norms to illustrate how the process works. The example highlights a transformation from an unhappy team with friction to one with shared values and norms.

Dealing with Departures from Norms

Winnie and Peter discuss the importance of team members not adhering to agreed upon team norms through feedback and accountability. They explain that it is natural for teams to struggle to stick to their norms but feedback mechanisms help address this.

Benefits of Defining Team Culture and Norms

• Peter and Winnie underline the substantial benefits of this work, noting that it serves as a standard for measuring progress.  
• Winnie discusses how team culture and norms differ from shared goals and joint work, as they are more personal and about the people on the team, which can benefit cohesion and team identity. 

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



Geert Hofstede

“Clients have told me, ‘I wish my people would think more like a CEO’... And I think what my clients mean is that they want their people to see things more strategically, to take more ownership for not just their own responsibilities, but for that of the overall enterprise or the whole company.” - Winnie da Silva

In this episode, Winnie and Peter explore the concept of a "shared responsibility mindset" in teams. They discuss how this mindset contributes to team effectiveness. They emphasize that responsibility for a team's effectiveness should not solely rest on the leader but should be distributed among all team members. This shared responsibility mindset encourages individuals to think more strategically and take ownership of both their individual roles and the team's overall success.

Episode Highlights:

Introduction to Shared Responsibility Mindset

Winnie introduces the episode's focus on cultivating a shared responsibility mindset within teams. She highlights the common desire among leaders for their team members to think more strategically and take more ownership of the organization's success.

Defining Responsibility in Teams

Peter explains their approach to clients by starting with the question of who is responsible for the team's effectiveness. He encourages clients to think about the specific responsibilities of the team leader and of the team members.

Responsibilities for Team Effectiveness

• Winnie and Peter outline the responsibilities in two categories: mindset and behaviors related to self, and mindset and behaviors related to the team.
• Self-reflection and self-management, seeking feedback, and experimenting with new behaviors are essential for individual growth.
• At the team level, members can help by observing and assessing the team's processes, supporting the aspirational culture, adhering to agreed-upon norms, and actively participating in assessments of the team effectiveness.

The Importance of a Shared Responsibility Mindset

• Winnie discusses the common issue where team members tend to focus solely on their role and responsibilities, while responsibility for team processes rests with the team leader.
• She explains that effective teams require active participation from everyone, not just the leader, in managing processes.

Challenges for Team Members and Leaders

• Winnie points out the challenges team members face, such as thinking, "That's not my job," while leaders sometimes struggle with creating space to allow others to contribute to managing team processes.
• She emphasizes that shared responsibility is essential for team effectiveness and encourages leaders to make space for team members’ perspectives and assistance. 

Practical Ways to Develop a Shared Responsibility Mindset

Peter explains how to help teams develop a shared responsibility mindset:

• Start by discussing the importance of shared responsibility.
• Explore existing team mindsets and assumptions.
• Introduce shared language, like "balcony" and "dance floor," to differentiate between content and process focus.
• Normalize making interventions on team processes.
• Establish the role for secondary facilitators* in meetings.

Establish formal "pause and reflect" discussions to assess team functioning.

Experimentation and Results

After experimenting with shared responsibility, teams often experience positive results, including improved output, efficiency, satisfaction, and learning. This helps them see the business case for developing this mindset.

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



Mining Group Gold by Thomas A. Kayser

“What we find is that teams that have a process mindset, and what we mean by that is they're explicitly and deliberately focusing on building and refining lean processes, these teams tend to be more effective.” - Peter Axelson

In this episode, Winnie and Peter discuss the importance of creating robust work processes for teams to enhance their effectiveness. They emphasize how this topic is interconnected with previous episodes, where they discussed business objectives and joint work. This episode focuses on how teams can efficiently work together to achieve their business objectives by developing lean and robust work processes.

Episode Highlights:

Definition of Team Processes

Peter begins by distinguishing between "content" (WHAT a team does) and "process" (HOW a team does its work). He highlights that teams with a "process mindset" that explicitly focus on refining their processes tend to be more effective. Process is a key differentiator in team effectiveness.

Types of Team Processes

• Work Processes: Focused on accomplishing the tasks of the team, including setting goals, planning meetings, making decisions, and measuring progress.
• Interpersonal Processes: Focused on building collaborative relationships, developing team norms, offering and receiving feedback, and addressing conflicts.

Business Case for Attention to Process

Winnie discusses the business case for paying attention to team processes. Teams with many talented individuals can underperform if they neglect the importance of HOW they work together. "Process loss" is the term for this phenomenon. Content expertise is often valued and rewarded more than process skills in organizations, which contributes to the lack of investment in team processes.

Approach to Building Robust Work Processes

Peter explains that the approach to improving work processes varies from team to team, depending on their specific needs. An initial assessment helps identify process strengths and weaknesses. They address several common areas where teams may have gaps in their processes - setting priorities, meetings, making decisions, and managing interfaces with stakeholders.

Setting Priorities

Winnie emphasizes the importance of teams developing a process for setting and regularly updating priorities. Teams must understand what's truly important and communicate this to avoid unnecessary stress and inefficiencies.

Effective Meetings

Peter highlights the widespread problem of ineffective meetings and discusses what "good" meeting processes look like. He emphasizes the need for detailed agendas, clear outcomes, realistic time allocation, skilled facilitation, and active involvement from all participants.

• Decision Making: Winnie explains the challenges of decision making in teams and how unclear decision processes can lead to frustration and wasted time. She suggests providing a common language for different decision-making options and making the chosen method clear in each situation.
• Managing Interfaces with Stakeholders: Winnie discusses the need for teams to proactively define processes for working with key stakeholders. She uses the example of a newly formed team she was working with at a pharmaceutical company. As a result of major restructuring at the enterprise level, this team was heavily reliant on other teams in the company for their own team to be successful. They needed to identify clear processes for transparent collaboration with various stakeholders.

The Importance of Lean Processes

Peter emphasizes the need to keep processes as lean as possible and avoid unnecessary administrative work. Striking a balance between "tight" and "loose" processes that suit the team's needs is vital.



Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com

“Every once in a while we discover a question that turns out to be particularly powerful in terms of the benefits that come from a team grappling with it. And so the question is this: ‘In order for this team to deliver on our business objectives this year, what is the high value, highly interdependent work that we must do together? ” - Peter Axelson

In this podcast episode, Winnie and Peter discuss the concept of "Joint Work" as a critical building block for developing effective teams. They emphasize the importance of identifying the shared work that a team must do together, which is distinct from individual or subgroup work. 

Episode Highlights:

Pizza Story

Peter shares the origin story of this concept of Joint Work. When working with a group of managers to help them understand the importance of understanding their shared work as a team, he uses a pizza analogy. He distinguishes between the "crust work" (individual work) and the "points work" (work requiring collaboration across the whole team).

Three Categories of Work

Winnie and Peter introduce the three categories of work that effective teams must define: individual work, subgroup work, and joint work. These categories help teams understand the different levels of interdependence in their work and then build the appropriate collaboration mechanisms.

Joint Work Continuum

Joint work varies greatly in quantity across teams, forming a continuum. Some teams may have a small portion of joint work (like small points on a pizza), while others have a significant portion (like large points). In general, as the size of a team increases, and as the functional diversity of a team increases, the amount of joint work in the team decreases. Some teams will end up having a small amount of joint work and some teams will end up having a large amount of joint work. Having more joint work is not “better” than having less - what’s important is that the team has clearly defined that work which entails a high level of interdependence.

Powerful Question

Peter highlights a powerful question for teams: "In order for this team to deliver on our business objectives, what is the high-value, highly-interdependent work that we must do TOGETHER?" This question encourages teams to reevaluate and redefine their work. Peter notes that across the hundreds of teams with which he has worked, every team has, to some degree, changed how they define the work of their team.

Joint Work Discovery Process

Winnie and Peter describe how they help teams discover their joint work. This process includes a workshop setting where the team reviews their business objectives and defines their joint work. They use seven categories of joint work to help the team think broadly about what their joint work should be.

Work Process Alignment

Winnie and Peter stress the importance of aligning work processes with the team's joint work. They explain that team meetings and other processes should be reflective of the type and amount of joint work.

Benefits of Defining Joint Work

Peter highlights two key benefits. First, teams that invest in defining their joint work often realize they have been doing the wrong work together. Second, these teams become more focused, experience less tension, have more productive meetings, use time efficiently, and collaborate more effectively. 

Winnie and Peter acknowledge that defining joint work is, at first, a challenging and messy process, but one that produces huge benefits for teams. They offer their assistance to teams interested in delving deeper into this concept.



Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



Mining Group Gold by Thomas A. Kayser

“While many teams can figure this out on their own, some of them need help ensuring the objectives of the team are clear and aligned. What's important is that this is addressed very early on in the process.” - Winnie da Silva

In this podcast episode, Winnie and Peter discuss the importance of ensuring clarity and alignment on a team's shared objectives. They emphasize that these objectives are specific to the team and distinct from the business objectives of the company. 

Episode Highlights:

Team Objectives Support Company Objectives

Team objectives should align with and support the broader company objectives, but are typically different in level and scope.

Early Focus on Clarity and Alignment

Early in the team development process, it's crucial to assess how clear and aligned the team is regarding their shared objectives - because so much depends on them. Team objectives influence many basic team processes - defining the shared work, planning meetings, making decisions, measuring success, allocating resources, setting priorities, and more. Understanding the current state of the team’s objectives is key to planning the team development process.

Working with Teams Without Defined Objectives

Teams exhibit a wide range of alignment on their shared objectives. Teams that have not yet defined their shared objectives can benefit from various approaches, including coaching the team leader, facilitated work sessions, involving senior leaders, or translating higher-level business objectives into team-specific goals.



Peter and Winnie stress that addressing clarity and alignment of team objectives is a critical early step in the team development process. 

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com

“We don't need to be best friends in order to have a sound working relationship. But you do need to know each other as people. … It doesn't take a great deal of effort to learn those kinds of things about people and the benefits can be pretty big.” - Peter Axelson

“You really need a basic amount of trust in and respect for each other. While you definitely want to see other positive attributes in a relationship, these two, trust and respect, they are the absolute must haves. So everything else, all the little things that make relationships run well, they all can be sorted out.” - Winnie da Silva

In this podcast episode, Winnie and Peter discuss the importance of sound interpersonal relationships within a team, which is a fundamental building block in Peter's Team Development Methodology. 

Episode Highlights:

Definition of Sound Relationships

In the context of a team, sound relationships are characterized by a basic level of trust and respect. While not needing to be best friends, team members should know each other beyond their professional roles and engage with each other on a personal level.

Impact of Relationship Quality

Even one problematic relationship within a team can significantly hinder the team's effectiveness. Dysfunctional relationships lead to distractions and unproductive behaviors, affecting the entire team's performance.

Common Reasons for Neglecting Relationships

People often discount the importance of building strong relationships within teams due to a belief that relationships will naturally develop over time. There's a misconception that work relationships will reach a "good enough" state without explicit investment. This passive approach often fails.

End Goal

The ultimate goal of focusing on sound relationships isn't merely to create great relationships, but to foster effective collaboration. Interpersonal relationships are a crucial requirement for successful teamwork and collaboration.

Not All Relationships Can Be Repaired

In some cases, relationships can be too badly-damaged to be repaired. The two important factors in determining this are the degree to which trust and respect for each other have been eroded, and the degree to which the two people are willing to do the very hard work of putting the relationship back together.

How Relationships and Collaboration Are Intertwined

Effective collaboration relies on sound relationships. Damaged or underdeveloped relationships can undermine collaboration, while poor collaboration often contributes to strained relationships.

Enablers of Cross-Boundary Collaboration

To improve relationships and collaboration, a tool with six "enablers of cross-boundary collaboration" is introduced. These enablers include:

• Knowing the person beyond the basics
• Understanding the person's context or world
• Reviewing roles and points of interdependence
• Making explicit what you need and expect from others
• Making agreements for working together
• Establishing a process for ongoing, timely, and honest feedback

Using the Tool

Teams are encouraged to use this tool to identify and address areas where their relationships and collaboration can be improved. It can be particularly useful in teams for dealing with friction in relationships and/or ineffective collaboration.

Importance of Prioritizing Relationships

The podcast emphasizes that deliberately investing time and effort in building relationships and improving collaboration are fundamental parts of the job. Team leaders must prioritize this, setting the example for their team members.

Overall, the podcast highlights the critical role of sound interpersonal relationships within teams and provides practical tools and strategies to enhance these relationships and, in turn, improve collaboration.

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com



“Long term, if you don't also pay attention to the satisfaction and learning dimensions, then over the long term, … the ability of that team to remain effective over time is really going to get compromised.” - Peter Axelson 

In this podcast episode, Winnie and Peter provide an overview of the Team Development Methodology, which will serve as the foundation for the subsequent episodes of this season. They discuss the key elements of this methodology and emphasize the importance of measuring team effectiveness. The episode also touches on the reasons behind Peter's passion for working with teams and his journey in developing this methodology.

Episode Highlights:

Measuring Team Effectiveness

Peter explains the five key metrics he uses for measuring team effectiveness: Quality, Efficiency, Satisfaction, Individual Learning, and Team Learning.

Importance of Metrics

Winnie and Peter highlight that teams often focus on quality and efficiency but neglect satisfaction and learning. They stress that neglecting satisfaction and learning can lead to deterioration in quality and efficiency over the long term.

Inviting Challenge

Winnie and Peter discuss the value of inviting clients to challenge the methodology and assumptions. They explain how this process can lead to healthy discussions and help teams see different perspectives.

Overview of Building Blocks

Winnie and Peter introduce the eight building blocks of the Team Development Methodology. They emphasize that while teams are diverse and will have different development needs, these eight building blocks represent the most common ones.

The Eight Building Blocks

Peter provides a brief overview of each building block:

• Building Block 1: Foundation of Sound Interpersonal Relationships
• Building Block 2: Clarity and Alignment on Team Objectives
• Building Block 3: The Joint Work
• Building Block 4: Process Discipline
• Building Block 5: Shared Responsibility Mindset
• Building Block 6: Aspirational Culture and Norms
• Building Block 7: High-Quality Conversations
• Building Block 8: Continuous Improvement Mechanisms

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com

NTL Institute

In this episode of Transformative Leadership Conversations, Winnie da Silva and her special co-host, Peter Axelson, provide a sneak peek into Season 4, offering a glimpse of what's in store for this Team Development Masterclass. 

They delve into the practical tools, examples, and insights for this season, all aimed at helping leaders and team members build effective teams. Subsequent episodes will take a deeper dive into each foundational building block, offering extensive discussions, real-life case studies, and hands-on exercises that listeners can immediately implement with their own teams.

Their ultimate goal is to empower leaders and team members with the skills they need to build and lead effective teams. So if you're looking to take your team to the next level, be sure to tune in!

Episode Highlights:

• Winnie and Peter share their history and why they enjoy working together. They explain that Peter's practical, no-fluff approach sets their content apart from the plethora of resources on teams and leadership available today. Peter's methodology is based on years of experience and is aimed at helping teams become skilled and independent rather than dependent on ongoing support.
• This season aims to provide practical tools, examples, and ways of thinking to help leaders develop and lead effective teams. It covers five metrics for gauging team effectiveness and eight building blocks within Peter's Team Development Framework. Each episode highlights a specific building block, providing insights, examples, and exercises to help teams develop and grow effectively.
• The season is designed for both sequential and selective listening, making it accessible and informative for all. The goal is to help leaders lead, build, and continue developing effective teams that achieve outstanding business results. Winnie encourages listeners to provide feedback and share their experiences. 

Resources

Winnie da Silva on LinkedIn 

Get the whole season and the companion guide at Winniedasilva.com