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.