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

Three Indispensable Ingredients for High-Performing Teams


Three Indispensable Ingredients for high-performing Teams

High-performing Teams Happen Through Intentional Investment – Not Accident
What makes the difference between a solid, capable work group and an exceptional, high-performing team?

In the team coaching BECAUZ does with our clients, we consistently experience—or work to develop—some key qualities of high-performing teams. Here are three attributes we view as essential in elevating a competent work group to a consistent rock star team.

• Accountability: Holding each other to a set of agreements and “our word”, with skill and respect, enables the team to collaborate effectively and enjoyably. Team members do their utmost to meet commitments and they’re able to have honest, productive conversations when commitments are at risk. In a top-performing team, accountability means: “I know I can count on you and you can count on me. Together, we’ll get results.”

cog• Trust: Though sometimes viewed as a soft skill or a “nice to have,” trust is an accelerator of team performance. In a high-trust work environment, team members are able to get better, faster results. Trust enables work to move through the system more quickly. Trust may seem intangible and elusive, but with deliberate work, teams can increase the level of trust among members to improve performance.

• Conflict management skills: High-performing teams aren’t teams without conflict. They’re teams that have developed the skills and the team norms to handle conflict well. They’re able to avoid the tempting fight-or-flight response, and instead manage the conflict and move on. Managing conflict effectively strengthens team member relationships and performance. Ian McKelvie, Kate Butcher, Laurie Myer

Not surprisingly, these ingredients are inter-related. Team members who are accountable must trust one another. That trust is established, in part, by the ability to have honest conversations about expectations and commitments. Those conversations may spur conflict which high-performing teams know how to manage.

It’s a rare team that would have all three ingredients maximized naturally, despite the individual strengths of the team members or their leader. Most teams will need to work together consciously to develop the ability to generate trust, accountability and conflict management benefits. Nate Bogopolsky, Luisa Perticucci, Kate Butcher

Team coaching is one powerful way to develop these skills. In our team coaching sessions, we provide practical, real-world opportunities to grow and apply these and other team skills. We work with teams to develop insights, capabilities and attitudes that enable the team to “click”—to be a consistent, recognized, high-performing team.

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