Brilliant Beginnings: One Team
THE BRIEF
After an unsettling and intense period of mergers and acquisitions and a newly appointed MD, the UK and Ireland Board of Teva Pharmaceuticals felt the need to re-ignite their passion to lead the business going beyond functional expertise and form a strong cohesive team capable of positively influencing the culture of the business.
THE MU APPROACH
A 6 month programme of Team Brilliance interventions that focused on the team deepening their relationships to work well when they were together and when they were apart.
The programme comprised of:
Programme design with MD, taking into consideration current business challenges and business sensitivities. Short 1-2-1 interviews with every team member to understand different perspectives on the team and business and key outputs desired from the programme.
Brilliant Beginnings Away Days. Including Insights Team Profiling and Business As Usual observations .
Regular review calls and emails with programme sponsor and team members for distance covered tracking, reviews, feedback and motivation alongside a Follow Up team coaching day to review and build on team behaviours and expand the thinking to influence the culture of the business.
BRILLIANT BEGINNING AWAY DAYS
Two days, away from the office, to focus on getting to know each other in depth and understand Teva’s purpose as a UK & Ireland Board Team. They used Insights Discovery as their tool to promote awareness of self impact on key relationships. They identified clear behavioural ways of working to maximise performance and make a real difference to influencing the culture of the business.
They held business as usual meetings on key challenges in order to test out the behaviours and receive instant feedback in order to change behaviours into reality. Team coaching over the two days enabled the team to build self-sustaining intelligence into their ways of working.
A follow-up day three months afterwards, enabled the team to review progress and focus on their next step towards brilliance. They received shot skills sessions to enhance their capability to hold healthy debate and started to shift their focus externally and systematically to explore the cultural impact they have on the business.
THE RESULTS
After six months, Teva reported a deeper level of understanding of each other., honest conversations have got easier and each and everyone shared an appetite to protect ‘team time’ to continue their journey towards brilliance.
Q3 saw the team create their own team bonding ‘retreat’; hiking in Derbyshire, with specific hot topics to debate, new challenges to discuss and team behavioural stakes to review. We are currently co-creating their Team Brilliance Development plan for the next six months.
