All teams – and customer service teams are no exception – need to step back periodically and think about direction, where they have been and where they are going.
If a team is giving cause for concern, whether subjectively in terms of perception or more objectively in terms of its performance metrics, it may well be that the team is not functioning as well as it could with its existing resources. If there is no shared sense of purpose – no vision, no mission – then it is all too likely that energies are not being properly directed, that inefficiencies are arising and that the team is failing.
Equally, a newly formed team – or a recently restructured one, or a rapidly expanding one – needs to focus first on the bigger picture before it can get down to the job of service delivery.
In situations such as this, a team identity day can be invaluable, helping the team establish a sense of direction, of purpose, of identity.
The day usually has two very specific outcomes. First, a draft (or revised) vision and mission statement, sometimes expressed as a ‘Team Charter’. And secondly, an agreed set of next steps.
Individual participants tend to come away from the event inspired and motivated, with an increased sense of purpose and commitment and a better understanding of their own role as well as that of the team as a whole.
The net result is invariably an improvement in performance. Our raison d’être.
This very flexible programme works with teams at all levels, from front-line staff right up to the Board. It works particularly well with service delivery teams (including internal services such as HR, finance, IT helpdesks) and with newly created teams (eg, following a restructuring) but is appropriate for any team that needs to take a step back and think about its role within the organisation, by creating a draft team vision and mission that will ensure consistency in approach across all clients and stakeholders in the core aspects of its role.
This is very much a facilitated session, so a successful outcome requires the active participation of all those involved.
To get the most from the day, it is essential that it is completely tailored to the team. The lead stakeholder for the event (whether that’s the team leader or a more senior line manager) should engage with us in advance to brief the facilitator on the background – the role of the team, the organisational context, the profile of the team members, particular areas of concern or identified scope for improvement, etc, etc. The agenda for the day can then be revised as necessary.
A number of our customer service trainers are also expert facilitators. The more obvious candidates for the role would include Cyrus (who designed the session), Scott, Amanda, Melanie or David – give us a call and we can discuss who would be the most appropriate facilitator for your particular team.