ABSTRACT
Seeing how teams, motivationally, compare with each other within an organisation is clearly vitally important in terms not only of performance, but also of accountability. But if, therefore, comparing teams within an organisation is a form of accountability, so too is tracking the motivational changes for a specific team. The persistent presence of the Builder motivator in the Operations team must represent a serious mismatch between the remit of the team and its likely rewards. At this point, for both Sales and Operational teams, a coaching programme that also involves personal development, well-being and de-stressing components, is essential. Indeed, by virtue of having the qualities which teams had we create what we think of as a top performing team, as opposed to simply a group of people calling themselves a ‘team’. Patrick Lencioni identifies three in particular: the publication of Goals and Standards, Simple and Regular Progress Reviews and Team Rewards.
