BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

Your Amazing Team — What it Takes

“I’m holding you accountable.” Sounds ominous, right?

Shift it to: “As a team, we will hold each other accountable” and you have a whole new ballgame.

A team that skillfully and respectfully holds members accountable has a competitive edge. Team members are known for delivering on their commitments and co-workers count on one another. So they can collaborate effectively and enjoyably; they can produce great results.

your-amazing-team“When we coach and facilitate teams, we help team members develop the skills to hold each other accountable and we give them an opportunity to practice these skills in their real work,” says Ian McKelvie, CEO of BECAUZ. “And we practice what we preach. BECAUZ team members agree to hold each other accountable. That means doing our utmost to meet the commitments we make and ensuring we have respectful, honest conversations when commitments are at risk. We can then easily, openly collaborate to ensure we deliver the results we are after.”

How does the effective team hold each another accountable?

First, it requires setting clear expectations and making commitments to the team – commitments on actions, deadlines, quality standards, etc. And it requires team members to give their all to deliver on those commitments.

But things can get in the way of deadlines and delivering one’s best work. Life happens. A team that holds each other accountable agrees in advance on how they will deal with expectations not being met. Team members agree to:

  • Assume positive intent from team members – assume that co-workers genuinely want, and intend, to meet commitments.
  • Alert each other when it becomes apparent that a commitment can’t be met.
  • Ask for help and support when it’s needed.
  • Be accepting and supportive of a co-worker who does ask for help.
  • Help as much as possible, in a genuinely collaborative way.
  • Check in at appropriate and agreed-upon times to see how work is progressing.

Holding co-workers accountable builds trust within the team and improves performance. It establishes a team that collaborates effectively and that’s known for delivering results.

“I’m holding you accountable” shouldn’t have an ominous ring. In a top-performing team, it means: “I know I can count on you. And you can count on me. And together, we will drive for results.”

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