Taking a look under a team’s bonnet

‘When you know what motivates your people and you tap into it, it can seem like you make the firmest decisions, but despite – or rather because of – these decisions, people are better able to come into their power.” Otte-Pieter Banga’s passion for his profession is obvious and you can’t help being caught up in his enthusiasm’.

Taling a look under a team’s bonnet

Accezz tackles more efficient working right where it happens. The company improves the quality of the working process, with the same number of – or often even – fewer staff. “Thanks to Otte-Pieter Banga, we secure lasting results,” says Martin van der Lee, the director of Accezz International. “I look at the values that are under the radar, beliefs that are hidden in the subconscious of teams, management and the Board of Directors,” Otte-Pieter adds. “Using our work method which is partly based on ‘spiral dynamics’ [currently the most successful change methodology – Ed.], I use a digital test to discover where the strength of a team and its members lies – as well as where the energy is leaking. We continue with this in the workshops.

People find it both enlightening and confronting when their strengths and their blind spots are brought so clearly into focus. Literally, because the bar charts show exactly why certain mistakes have sometimes been being made for years.” But if the team doesn’t really do anything with this information, the problems will return. The greatest benefit of this approach, therefore, is the deep, self-reflective discussions that the teams have with each other. After all, a test is just a test. Entering into a deep dialogue with each other and arriving at defining insights and decisions – that’s the real benefit. That is the foundation for lasting improvements.

Is team reflection a trend?

“Yes and no. The word ‘trend’ implies that it’s temporary, and this is more than that. I see that self-reflection is becoming increasingly important within organisations, on both a team and an individual level. Businesses are realising that it pays to invest in their people. In our ‘executive coaching’ tests I see that intuition is more highly valued and teams are scoring increasingly higher for this value.”

‘To realise a susbtainable improvement requires more. And that is where we are experts in at Accezz!’, Otte-Pieter Banga.

In practice

Banga is currently testing and coaching the team and the Board as part of a reorganisation process at one of the larger Dutch health care institutions. “For years, the underlying value was, ‘there’s enough money, and quality of care comes first,” he explains, “but times have changed thanks to legislation and competition. People expect more than quality, for example better planning, better financial negotiation skills with care administration offices, more efficient operation. You can implement the most effective working methods on the work floor, but when you don’t have these new skills under the bonnet at management level, the organisation is still at risk. When old beliefs persist and you’re not attracting people who operate according to this new way of thinking, you will never achieve a sustainable business model.”

Rubbing makes things shine

After an intensive programme consisting of a team analysis, various workshops with different tailor-made working formats, one-to-one coaching and solution-oriented interventions in management or team composition, the foundation on which reorganisation and change management solutions are based stands firm. “Everyone knows that with a solid foundation a building can survive a storm. My work is no different. And yes, sometimes that rubs some team members the wrong way. But you know what, rubbing makes things shine …”

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Otte-Pieter Banga is responsible for the Executie Programma’s during every behavior change project at Accezz International.