I coached the CFO of a global credit card company. Subsequently he asked me to coach some of his direct reports. I did this with a few executives before he then asked me to coach the whole team to achieve High Performance.  I was given twelve months to coach the team.  Team members decided amongst themselves what constituted High Performance and used these criteria to measure their progress and keep themselves honest.

I used a proprietary tool that measures team performance along twenty different dimensions to gauge the team’s progress over the twelve month period.  I stayed close to the team, attended staff meetings to give them feedback and continued to coach and advise individual team members.  It helped, as it always does, that I had a coaching relationship also with the CFO, the team leader.  He was ‘on the menu’ too!

After twelve months the team had achieved its goal of being a High Performance team.