David G's Blog Team_BuildingWhat do a boat captain, airline pilot, chef, teacher, and wait staff all have in common?  They all rely on their teams to ensure that their equipment is safe and properly maintained, and that they have competent and knowledgeable people around them to enable them to execute flawlessly and efficiently.

The majority of work in any organization is conducted in some type of team environment. Individuals cannot be productive by operating independently. They must be able to communicate, persuade and rely on each other in order to successfully achieve both minor and major initiatives that drive business results.

Brandon Hall Group has just released Performance and Teams: A Team Maturity Model, which provides an overview of the stages that organizations go through and the level of maturity for embracing, developing and deploying key strategies and processes for developing teams. The research included data from close to 800 respondents containing an analysis covering the strategies and leading and key practices for people, process, systems and outcomes.

The model has identified five stages of maturity that organizations go through as they successfully implement their team development initiatives, breaks down each stage – Unpredictable, Enlightened, Focused, Structured and Optimized – and make recommendations for improving team development and moving to the next stage.

Our analysis of the survey responses indicates that organizations have a long way to go to take advantage of the potential power of teams to improve business results. Just .2% or organizations – that’s just two-tenths of 1% — are in the Optimal Stage of team performance. And only 14.2% are in the second most mature stage, Structured.

Why is this important? Organizations that have mature teams, defined team development plans and budget reported positive revenues, improved KPIs, and improved engagement metrics.

On the flip side, Brandon Hall Group’s research shows that the impact of a dysfunctional team can negatively affect organizational productivity and quality by more than 76%. The survey also showed that 62% of high-performing organizations and almost 80% of low-performing organizations are not investing enough time and budget on team development programs.

Take a look at the highlights of our research. If you are a Brandon Hall Group member, you can see the entire study, the Team Performance Maturity Model and the High-Performance Team Framework in our Member Center. Or contact me for more information at rachel.cooke@brandonhall.com.

Rachel Cooke

Chief Operating Officer Rachel Cooke Rachel is responsible for business operations including overseeing client services, research events and project management. Prior to joining Brandon Hall Group, Rachel was the Chief Operating Officer Co-founder of AC Growth. Rachel has over 15 years of experience in sales, marketing, business development, and sales performance management. Prior to AC Growth, she held several senior management roles and was on the leadership team at Bersin & Associates, a pioneer analyst firm in e-learning and now industry leading HR and talent Research Company. In her Senior Director role, Rachel developed the strategy and led the commercial execution of the solution provider vertical, and grew the vertical into the company’s largest market segment. In her role as Director of Sales, Rachel developed and led a team of senior account executives focused on acquiring global strategic accounts. Rachel was solely responsible for developing key business relationships with over ninety companies including industry icons, such as: Adidas, Hewlett-Packard, Toyota, Oracle, Starbucks, Avnet, Boeing, Kaiser Permanente, Safeway Inc., Wells Fargo, PricewaterhouseCoopers, Clorox and Affiliated Computer Services. Rachel began her career in the banking, media and hospitality industries. In these industries, Rachel held several key senior management and executive sales positions. Rachel received a BA in social science and interdisciplinary studies with honors from Florida Atlantic University. Rachel continued her postgraduate education by completing a series of executive management education courses from American Management Association.