Developing Team Cohesion​

The performance of teams that already demonstrate the essential communication and leadership skills can typically be further improved in two ways: utilizing individual strengths and developing cooperation within the team.

With the help of our program teams will:​ 

  • be aware of their strengths at an individual level,
  • learn to divide up tasks according to strengths,
  • be capable of overcoming the five typical disfunctions of teams, therefore be able to:
    • build trust
    • openly address conflicts
    • build up commitment for common goals
    • hold each other accountable for commitments within the team
    • focus on team achievements
  • have a thematic goal that is relevant for the business,
  • regularly follow up the attainment of supporting goals and milestones


While our Deliberate Leadership I. program focuses on the individual, with the aim to review the essentials of people management and ensure that knowledge is turned into action, Deliberate Leadership II. addresses the operational effectiveness and cohesion of teams. The training and development methodologies are identical for both programs: practical training elements with solid theoretical foundation, self-awareness questionnaires, strong emphasis on follow-up and transferring knowledge into daily work. Deliberate Leadership II. program is based on the Strengths Philosophy approach by Tom Rath and Marcus Buckingham and the Team Cohesion model of Patrick Lencioni.



A2M 4.0

Act2Manage – When dreams come true

Checking our calendar, we had a kick-off meeting at the beginning of 2021 and started dreaming about the 4.0 version of our Act2Manage leadership development application. And now, we have just released the improved version including most of those dreams. It is a major change from professional perspective as well, we implemented a number of new functions based on behavioural science and neuroscience.

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Can mobile learning contribute to business results?

It’s always great to see when L&D professionals make an effort to find data-based evidence for the effectiveness of various training and development initiatives. One day, Fuse, a digital learning tool provider (no, not LMS, but a totally different approach) joined forces with the AI Center of University College London to work for Carpetright, an international retailer with 420 outlets and 3000 employees. They wanted to find out if digital learning results in measurable performance improvement in sales.

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Two reasons why goal setting often fails

Over the past twenty years I have had a chance to see hundreds of performance appraisal documents that had a goal setting section. An incredibly high proportion contained low quality, vague goals, such as “keep up with the good work” or “develop communication skills”. All these managers missed an opportunity to actually carry out their primary responsibilities: improve the work performance and output of their people, and help them grow.

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