Quality Time

The typical thing about this approach is that the focus should be on everything that does not directly affect business. Of course, it is about improving the business, but here it is mainly about the “how” and less about the “what”. It is about the way in which we communicate and cooperate, how decision-making processes are implemented in a prepared manner. It is about topics,

  • which keep people occupied, but usually drown into the daily routine,
  • find space and time for editing
  • is always very motivating and is also conducive to achieving the business objectives.


Team Performance

The question of whether team performances or individual performances are “better” remains controversial to this day. However, there is no doubt that excellent team performance is a greater challenge for companies. As team excellence cannot be simply bought, decided or conjured up in speeches. Top-class players alone do not make an excellent team. If you want to bring your board, management team, a department or a project team to top performance together, then you have to come to the right place.

  • Looking at overall performance in your relevant field
  • Pragmatically starting from the current view of the problem in order to take feasible steps
  • Use feedback as a central instrument for commitment


A common view of problems

Team cooperation only improves if there is a common view of the problem. This does not have to be uniform, it can differ in description and causes, it can be complementary or contradictory. This is often a hurdle that can be overcome by attending a team workshop. But it is precisely about seeing and treating the differences in the team as a resource in order to come up with new and creative solutions. Hierarchical or power structures never disappear and must be taken into consideration. Nevertheless, we at C/O/N/E/C/T/A do an excellent job of improving the team’s performance.

Possible reasons that make it difficult to find the problems together:

  • You communicate politely and superficially with one another and avoid the really relevant topics.
  • There are tabooed subjects that you would rather not address.
  • The difficult issues have not been addressed yet due to time pressure and work overload.
  • The manager does not place enough emphasis on neuralgic points.

All topics on the table

We do this in a very constructive and solution-oriented manner, so that each team can talk openly about the problems and find the best solutions. For us, team building and a quality team means a substantial and sustainable improvement in the level of day-to-day cooperation.

Teams usually need a one or two-day event to optimise their performance. In the preparation phase, we gather information related to the common view of the problem, either with an online survey that highlights and queries the essential team dimensions. Or we conduct interviews with all those involved, in order to find out about the different perspectives. Starting with one-on-one interviews is highly recommended, for management teams, board members or in conflict situations.

Feedback creates a bond

Feedback processes between team members are as vital for teams as taking care of your body is for you as a human. We make sure that the participants give each other constructive and balanced feedback. How do you feel whilst cooperating with others? What do you like? What would you like to be different? These questions are usually discussed in private.

Experience shows that teams are initially sceptical about asking such questions. People are not used to such conversation in everyday life. However, once experienced, it has an immediate positive effect on the cooperation. Teams that regularly conduct structured feedback processes cannot help but to improve their performance too.


Topics for quality time

The aim is to find common answers to the following questions, which have a cultural impact:

Understanding and knowledge

  • What do I know about the others and what are their concerns?
  • Where do we stand and what does this mean for the future?

Trust and relationships

  • How do we want to communicate with one another?
  • How do we intend to work together?

Structure and orientation

  • How can we make our way into the future?
  • What responsibilities and rules of the game are necessary for this?
  • Who makes what decisions?

Innovation and development

  • Where should we go and what are the relevant backgrounds?
  • What obstactles must be recognised and how can the “good” part of the old find a place in the new?