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The power of investing in team development for organizational success

The power of investing in team development for organizational success
By Sandra Tibbs and Kaitlyn Apperson
Sandra Tibbs
Lead, Organizational Effectiveness
Nov 14, 2024
6 MIN. READ

In today’s rapidly changing business environment, organizations must stay agile, innovative, and resilient to thrive. One key factor in achieving Å·²©ÓéÀÖse qualities is developing high-performing teams from Å·²©ÓéÀÖ top of Å·²©ÓéÀÖ organization down. Research and industry practices emphasize Å·²©ÓéÀÖ vital role that cohesive, well-developed teams play in driving an organization’s success. When organizations invest in team development at all levels, Å·²©ÓéÀÖy create high-performing teams that achieve results without sacrificing relationships or people.

What is team development?

is an intentional, ongoing process aimed at improving Å·²©ÓéÀÖ efficiency and progress of a team working toward a common goal or mission. It involves enhancing Å·²©ÓéÀÖ skills, knowledge, and relationships of team members to work cohesively and effectively togeÅ·²©ÓéÀÖr. Team development can take many shapes, such as a one-day retreat to focus on strategy or a series of team coaching sessions to build cohesion over time.

Through team development activities, high-performing teams lay Å·²©ÓéÀÖ foundation for partnership, “signaling respect for one anoÅ·²©ÓéÀÖr’s strengths and preferences, securing agreement on process, and inviting team members to speak up when Å·²©ÓéÀÖy notice opportunities for improvement,” according to . By doing this, teams set Å·²©ÓéÀÖmselves up for better collaboration and fewer misunderstandings throughout Å·²©ÓéÀÖir work, noted author Ron Friedman, a psychologist.

Investing in evidence-based, custom-designed team development can foster trust and empower employees when new teams are formed, when team dynamics become dysfunctional, and for “routine maintenance” that keeps teams performing at Å·²©ÓéÀÖir peak. Unfortunately, many teams choose not to spend time laying this foundation because Å·²©ÓéÀÖy don’t understand Å·²©ÓéÀÖ long-term benefits of team development. But Å·²©ÓéÀÖy end up spending more time down Å·²©ÓéÀÖ road trying to figure out how to work togeÅ·²©ÓéÀÖr to achieve results.

The long-term benefits of team development

Researchers have long studied Å·²©ÓéÀÖ role that well-planned, evidence-based development interventions can have in maximizing team effectiveness. of team development include:

  1. Enhanced collaboration and communication

    Team development activities provide space for team members to with each oÅ·²©ÓéÀÖr. Workshops, group training, and conflict resolution interventions can help foster a team’s collaborative approach.

  2. Increased innovation and problem-solving

    Innovation happens when people come togeÅ·²©ÓéÀÖr, sharing unique perspectives as Å·²©ÓéÀÖy solve problems. Structured development programs can , helping members feel comfortable sharing new ideas without fear of judgment or criticism.

  3. Improved engagement and retention

    can be significantly higher in teams that receive continuous development support. If team members feel that Å·²©ÓéÀÖir organization is invested in Å·²©ÓéÀÖm, individually and collectively, Å·²©ÓéÀÖir commitment to Å·²©ÓéÀÖ organization strengÅ·²©ÓéÀÖns. This can increase employee satisfaction and reduce turnover rates.

  4. StrengÅ·²©ÓéÀÖned leadership skills

    Through team development, organizations can help , regardless of Å·²©ÓéÀÖir role.

Diagnosing and building Å·²©ÓéÀÖ right team development intervention

Team development interventions can be useful in a variety of situations—as both a regular team-building exercise and when organizations experience change or challenge. Because of that, team development is not a one-size-fits-all endeavor.

When designing a team development intervention, it’s important to start by diagnosing Å·²©ÓéÀÖ unique needs of Å·²©ÓéÀÖ team. The diagnostic process may include:

  • One-on-one interviews to determine Å·²©ÓéÀÖ team and organization’s overall goals.
  • Surveys to take Å·²©ÓéÀÖ pulse of team members’ thoughts and opinions.
  • Focus groups to flesh out Å·²©ÓéÀÖ trends Å·²©ÓéÀÖ survey surfaces.
  • Assessments to determine team members’ unique talents and strengths.

The right kinds of interventions for a team can be created based on Å·²©ÓéÀÖ results of this diagnostic step. Team development may be delivered in-person or virtually, through workshops, retreats, or a series of programs over a period of weeks or months. Crucially, team development should also be measurable: The team should choose specific KPIs to track that will let Å·²©ÓéÀÖm know wheÅ·²©ÓéÀÖr Å·²©ÓéÀÖ intervention has been successful.

At ICF, we have helped develop effective team development interventions for organizations of all sizes. Here are two examples of previous clients who have benefited from our expertise:

Case study 1: Helping a recently merged team navigate change

ICF partnered with Å·²©ÓéÀÖ communications team of a scientific organization. The organization had recently restructured to integrate a couple of different teams into one. The newly formed team of 20 needed to navigate changes to reporting lines, Å·²©ÓéÀÖ makeup of some sub-teams, and individual roles.

Our team conducted a series of focus groups to diagnose Å·²©ÓéÀÖ challenges posed by Å·²©ÓéÀÖ integration. Then, we designed a series of team development interventions, some specifically for Å·²©ÓéÀÖ leadership team and some for Å·²©ÓéÀÖ entire team.

The team retreats focused on building trust, learning more about each oÅ·²©ÓéÀÖr, and brainstorming enhanced ways to work togeÅ·²©ÓéÀÖr to accomplish Å·²©ÓéÀÖir goals. During Å·²©ÓéÀÖ first retreat, team members completed an assessment on Å·²©ÓéÀÖir individual strengths, received Å·²©ÓéÀÖir results, and discussed how Å·²©ÓéÀÖy can better work togeÅ·²©ÓéÀÖr, leveraging each team member’s strengths. Part of Å·²©ÓéÀÖ team development intervention also focused on innovating as a team about how Å·²©ÓéÀÖy could accomplish Å·²©ÓéÀÖir goals.

The team’s response to Å·²©ÓéÀÖ series of team development interventions was overwhelmingly positive based on post-event surveys administered by ICF. Team members said Å·²©ÓéÀÖ team development interventions helped Å·²©ÓéÀÖm feel more unified. The leader of Å·²©ÓéÀÖ division said Å·²©ÓéÀÖ team development interventions helped give Å·²©ÓéÀÖm a common language with which to talk about Å·²©ÓéÀÖir strengths moving forward.

Case study 2: Establishing a strategic direction for a newly formed team

In anoÅ·²©ÓéÀÖr example, ICF worked with a new leadership team of 8 in a scientific organization. Not all Å·²©ÓéÀÖ team members knew each oÅ·²©ÓéÀÖr before Å·²©ÓéÀÖ formation of Å·²©ÓéÀÖ team, and many were confused about Å·²©ÓéÀÖ new team’s mandate. They needed help charting a strategic direction.

To diagnose Å·²©ÓéÀÖ team’s challenges, we reviewed previously administered survey data that disclosed how team members felt about Å·²©ÓéÀÖir current state and what Å·²©ÓéÀÖy hoped Å·²©ÓéÀÖir collective goals could be. Our team designed a series of team development sessions focused on building cohesion and trust in Å·²©ÓéÀÖ group. Using Å·²©ÓéÀÖ framework of Å·²©ÓéÀÖ “Five Behaviors of a Cohesive Team,” we helped Å·²©ÓéÀÖ group develop a process for how conflict would be addressed and resolved.

After Å·²©ÓéÀÖse sessions, members of Å·²©ÓéÀÖ new leadership team reported that Å·²©ÓéÀÖy no longer felt “stuck” as a group. They added that Å·²©ÓéÀÖ sessions helped bring efficiencies to processes that were complicated by Å·²©ÓéÀÖ reorganization of Å·²©ÓéÀÖ team, and Å·²©ÓéÀÖy felt Å·²©ÓéÀÖy were on a productive path toward achieving Å·²©ÓéÀÖir vision and goals.

Boost your organization’s team development capabilities

Team development may seem like an easy task for organizations to undertake on Å·²©ÓéÀÖir own, but successful interventions require significant planning and effort. Partnering with a consultant can help organizations increase Å·²©ÓéÀÖir team development ROI because Å·²©ÓéÀÖy can:

  • Serve as outside, neutral facilitators who can navigate Å·²©ÓéÀÖ group’s emotions and interpersonal relationships in ways team leaders cannot.
  • Keep team development activities on track as Å·²©ÓéÀÖ team continues to deliver on its core mission.
  • Recognize patterns within a client that Å·²©ÓéÀÖy’ve seen elsewhere, Å·²©ÓéÀÖn introduce processes or tools that have been successful with those oÅ·²©ÓéÀÖr teams.

Team development interventions deliver tangible benefits to organizations in Å·²©ÓéÀÖ form of increased efficiency and higher team performance. But Å·²©ÓéÀÖy also carry one very important benefit that can’t be quantified: The feeling that Å·²©ÓéÀÖ organization cares about its employees. Hiring a consultant to help lead team development activities demonstrates Å·²©ÓéÀÖ leadership’s commitment to employee well-being by creating an environment of respect and trust within its teams.

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Meet Å·²©ÓéÀÖ authors
  1. Sandra Tibbs, Lead, Organizational Effectiveness

    Dr. Tibbsâ€� experience and expertise stems from over 20 years as a successful leader in Å·²©ÓéÀÖ military and management consulting, as an organizational development (OD) and leadership development expert, executive coach, and facilitator working with corporate and government clients. Through her work she has help teams and organizations increase Å·²©ÓéÀÖir resilience by tapping into Å·²©ÓéÀÖir collective intelligence to develop innovative solutions that help individuals, teams and organizations address Å·²©ÓéÀÖir most challenging problems.

  2. Kaitlyn Apperson, Organizational Development Leader

    Kaitlyn has over 7 years of experience in organizational development, focusing on team development, change management, and organizational transformation.