Below you will find workshops that address various challenges of teams – from psychological safety, to collaboration and talent, to decisions and change.
Each of them touches on a different aspect of teamwork, but they are all based on the same approach to working with teams.
On this page we show how we understand workshop work with teams and in which areas we work. We describe specific forms of cooperation and options on the OFFER page
The workshop is the moment when the diagnosis begins to works in practice.
It’s a space where teams:
understand what is really going on in their day-to-day cooperation,
confront differences in talents and styles,
They learn to act consciously under pressure and tension.
We don’t do “training.”
We run processes for working with teams, tailored to their context and real-world challenges.
Workshops are not an end in themselves.
They are a working tool that allows:
translate the diagnosis into a conversation,
Name what has been hitherto unspoken,
see mechanisms instead of individuals,
Take responsibility for the way we work together.
Therefore, every workshop:
is embedded in the specific context of the team,
Is based on real work situations,
can be part of a broader process or a stand-alone step.
The process may include:
Diagnosis (talents, styles, psychological safety),
A workshop or series of workshops,
working with the leader,
Summary and recommendations for next steps.
Workshops and processes for working with teams are not a finished product that looks the same in every organization.
They differ:
scope,
duration,
number of participants,
The level of commitment of leaders.
We work with teams at three levels. Individual workshops respond to different stages of team maturity and different needs of the organization – they can function independently or as a single process.
Sources of superpowers
Talents and natural ways of doing things – what people come to the team with and how they use their potential.
Beneath the surface
What allows the team to breathe – the conditions in which people speak, react and take responsibility.
Panorama of the team
A combined look at the team as a whole – talents, performance styles and what happens in between.
Below we show an example of Gallup’s talent-based work path.
Individual workshops can function independently or as part of a process.
A common language and a foundation for teamwork
Why what is a strength is sometimes a problem
Talent management (according to Gallup) in managerial practice
From awareness to strength
Every team and every organization is different.
That’s why we work together to see which stage (or combination of stages) makes real sense before we start working together.
This is one possible way to work with the team.
See how we think about next steps and possible configurations of cooperation.
Superpowers and talents are visible on the surface.
Whether a team can use them is resolved deeper – in what is unspoken, informal and often overlooked outright.
Beneath the surface of daily work are:
reactions to mistakes and disagreement,
readiness to speak,
A way to deal with tension,
The line between responsibility and self-protection.
This is where it is decided whether the team operates freely or functions under tension.
The work “below the surface” is not only in the form of diagnosis or conversation.
It is also a team workshop in which the team:
Looks at his real-life reactions in difficult situations,
learns to recognize moments of silence, tension or withdrawal,
names the unwritten rules that govern daily cooperation,
Exercises other ways of responding – without simplifications and without judgments.
The workshops are embedded in specific situations from the team’s work,
and the goal is not to “improve the atmosphere” but to change the way things work.
Beneath the surface – this is a stand-alone area of workshop work that can be an entry point for further process or part of a broader work with the team.
Once we know the team’s superpowers and understand the conditions under which they operate,
we can see the full picture of the team as a system.
Work based solely on talents is sometimes insufficient when:
Tensions persist despite talent awareness,
communication still “doesn’t stick.”
The team acts cautiously or conservatively.
In such cases, it is crucial to combine different diagnostic perspectives.
In many teams, working on one tool is not enough.
Therefore, workshops can combine different diagnostic perspectives – depending on the situation and the real needs of the team.
The most comprehensive and at the same time very effective form of work is a combination workshop:
CliftonStrengths (Gallup) – talents and natural ways of doing things,
DISC D3 behavioral and communication styles in relationships,
TPS (Team Psychological Safety) – the level of psychological safety in a team.
Each tool shows a different level of team functioning:
Gallup answers the question: how people act,
DISC shows: how they enter into relationships and communication,
TPS reveals: whether the team has the conditions to make it all work in practice.
Only by combining these three perspectives:
gives a more complete picture of the team,
allows you to understand the sources of tensions and blockages,
enables the design of meaningful, relevant development work.
The team’s panorama is not a ready-made package or scenario.
It is one possible configuration of the process, always tailored to the team’s context.
Workshops combining Gallup, DISC and TPS work particularly well when:
team already knows its talents, but sees no real results,
Style differences are beginning to escalate tensions,
cooperation is apparent (“on the surface it’s OK”),
silence, caution or lack of responsibility appears,
leaders feel that the problem is not in competence, but in team dynamics.
This is a job for teams ready to take an honest look in the mirror, not for quick fixes.
How to treat this connection
This is not a “package” or a finished script.
This is one possible process configuration that:
can be shortened or expanded,
can be implemented in stages,
always adapts to the context of the team and the organization.