1. Turning Potential into Results
HIGH PERFORMING TEAMS
THE CDP APPROACH
Turning Potential into Results

2. 3D High Performing Team Model

3. The elements of the CDP approach
Individual audits of team members
3D high performing teams survey
Team off site
Follow up surveys and work
Full commercial and cultural briefing from team leader and HR
Individual preparatory development work with each team member
3D team survey completed by team members and team stakeholders
Off-site session involving:
Sharing and discussing individual goals, survey results and psychometrics
Creating and owning the team’s own definition of what is means to be a high performing team
Working through the 9 elements of the 3D team model
Focussing deeply on internal team dynamics, commitments and challenges
Ending with clear, actionable plan and follow up

4. The CDP team development philosophy
Any team intervention has to start with a deep – and shared – understanding of the team, and their individual and group dynamics.
CDP believe that deep psychological and behavioural work that impacts the underlying dynamics within the team is more important than fun or gimmicky “team building” or superficial bonding activity.
Our approach draws on a range of activities and interventions. They are experiential, interactive and transformational.
Underpinning each intervention is the use of experienced highly skilled facilitators who can build rapport and trust but also really push and challenge participants.
People must feel safe, but safe to take risks and to be vulnerable.
The outcome will be a team with much better internal dynamics – one that is better connected, more open, has deeper trust and whose members are better able to support – and challenge – each other. One that is truly high-performing.

5. PROFESSIONAL INTIMACY PSYCHOLOGICAL SAFETY CHALLENGING CONVERSATIONS
FOCUS ON DYNAMICS
PROFESSIONAL INTIMACY
PSYCHOLOGICAL SAFETY
CHALLENGING CONVERSATIONS

6. Psychological Safety
“a sense of confidence that the team will not embarrass, reject or punish someone for speaking up.” (Amy Edmonson, 1999)
Frees up resources wasted on self-protection (hiding, lying, faking), allowing people to collaborate with ease and think creatively. It allows us to innovate and improve.
Builds a team environment characterised by interpersonal trust and mutual respect in which people are comfortable being themselves, taking risks.
Fosters a more innovative environment where people learn from their mistakes and hence grow and develop (because shame or fear of criticism/being shamed/failing/being ‘the one’ who negatively impacted a project is less present).
Creates a culture in which courageous conversations — the conversations about the organisation’s weaknesses, blind spots and potential failings — and the resulting growth from those conversations, are more likely to happen.
Takes deliberate work!

7. Professional Intimacy
The first step is to be together, which involves honesty, reciprocity and boundaries. The next level (connected) adds in presence, openness and authenticity. The next (caring) adds in respect acceptance and empathy. The next (rely) adds in trust, forgiveness and resilience. Only then, when safety, vulnerability and challenge are added does one achieve Professional Intimacy.

8. The 10 questions behind “Challenging Conversations”
One person goes through their answers to these ten questions, then the other does the same. Then both answer the final question through discussion. You can ask questions once they have finished but don’t interrupt until each person has answered the first ten questions.
What are we really talking about? (The real, uncomfortable truth not the surface version).
Why haven’t we talked about this properly before?
What am I feeling about this? (cf Maya Angelou)
What am I thinking about this?
Why do I care about this?
What will happen if we do nothing?
What’s my contribution to the way things are?
What do I want to happen now?
What will I do?
What am I asking you to do?
(Together) What do we commit to doing?
Take half an hour to prepare your 60 seconds of ground truth. Remember you are working with your ground truth now. You don’t have to second guess your partners. You aren’t protecting or defending them. You are presenting your own perspective along with its emotions and you are playing a key role in resolving it.
The “CDP Challenging Conversations” Model was developed by Derek Draper, CDP Leadership Consultants.
for more information visit:

9. What further work do we need to do on these?
FOCUS ON COMMITMENTS
AS A TEAM
What is our purpose?
What are our goals?
What is our plan?
What is our culture?
What further work do we need to do on these?

10. FOCUS ON COMMITMENTS TO EACHOTHER
What am I going to offer the team and each individual within it?
What do I need from the team and each individual within it?
What do we need from the wider business?

11. Our 3D teams model aligns with our assessment, coaching and organisational models
How we are different

12. 21 Bloomsbury Square, London, WC1A 2NS
CDP transforms your business performance by working at the deepest level to unlock the potential of your people
Our consultants are passionate about helping people find and unlock their untapped layers of potential. We start by rigorously auditing your talent, leaders, teams and organisation and then, by working at a deep psychological level - tackling root causes, blind spots and derailers – we bring about profound and lasting changes in performance.
We offer:
In-depth individual leadership audits for selection, promotion and development
High performance executive, return to work, impact and transitions coaching
Team effectiveness interventions (including board effectiveness)
Organisation Development and cultural change support
High level leadership and talent consultancy at CEO and HRD level
We would relish the chance to partner with you to ensure your business achieves its goals by enabling your people to operate at their very best. Get in touch today to discuss how, together, we can make that happen.
21 Bloomsbury Square, London, WC1A 2NS
+44 (0)