4 critical team success factors for double digit growth

A major achievement by an international marketing team. Over the last year, I have been working on the team development of an international marketing team of a multinational. This team consists of courageous, hard-working and intelligent professionals who are looking for their own uniqueness, strengths and personal qualities with me.

The outcomes of this intensive teambuilding process are awe-inspiring:
- the team has achieved double-digit growth
- the market share of the company is growing in every market in the world
- much higher profitability
- much higher job satisfaction rates both for the individual as well as the team as a whole

I admire this team. During the last session, I saw cheerful, more confident people who are in the prime of their working lives. What was my approach with this team?

I worked with a number of critical success factors. These factors are based on the four types of intelligence as defined by Stephen Covey.

1. Diving deep into your mission (SQ)

The first step is working on the Spiritual Intelligence of the team. What I mean by this is working on existential questions. In one session we made the deep dive into the team’s mission. What makes us and our customers love the brand intrinsically? What is our contribution to the world around us? What makes us so passionate? This is where the success of a team begins. Simon Sinek says about this: “You will attract the customers who believe in the same things as you do.” I find this very powerful and I also recognise it in my daily coaching practice. My clients are my clients because we have shared convictions and desires.

“I was overwhelmed by the last session - moving on from the first one where we were in a state of  low moral and low motivation to experiencing a lot of positive which were not directly linked to financial succes i.e. purpose, interaction and interhelp.” - Director O.J.

2. Put yourself and each other in the full light (EQ)

After this, I worked with the team on Emotional Intelligence. I pay a great deal of attention to trust, feeling connected, being open en expressing your concerns. I find it important to not only spend attention on the relationships with each other and with other stakeholders in this process. The relationship you have with yourself is just as important. Do you trust yourself? Are you in connection with your intuition and do you have the courage to listen to it? Everybody in the team has their own strengths and I put those talents in the full light during this session. This is a way to get to know each other better and to make full use of all the team’s strengths. I believe in the power of being positive, of appreciation and accepting.

“We are a stronger team. By seeing my colleagues as a whole people , we connect better on a personal level. We also developed empathy towards each other which is unusual in work environment.” - A.F

3. Make it clear (IQ)

The third step is about Intellectual Intelligence. Every team has its own views on the strategy of the organisation. How can we deal with this in practice? Are there any issues to solve? And very important: are our goals and agreements with each other clear? This exercise took place within the team first and after that with other regions in the rest of the world.

“It has been a very positive experience of self - reflection, planning and monitoring throughout the whole year. We managed to set clear objectives for ourselves, in life and work, and for our team. We finally reached most of them!” - M.S.

4. Working on a well-functioning organisation (PQ)

Finally, the team has worked on Physical Intelligence. In this case it was mainly about organisational processes. Not always an easy subject. I must admit that this part is still a quest, because the structure of the organisation has recently changed again. Fortunately, the team is very positive about these changes: they see opportunities for growth. And particularly for their own personal growth.

“The session with the work-plan defining how we could reorganise the team in relation to the goals, was also important. I find it important that individuals have a role in building something as a team, and it also encourages you to take responsibility.” - B.S.

And how about the leader…

Who is the leader of this successful team? An excellent leader is crucial for achieving these successes. I coached him for a year on this journey, both during live and skype conversations. His major breakthrough is that he has discovered more mildness and freedom for himself. At the beginning of this coaching process he worked from cramped feeling, staying in control and a sense of insecurity. Despite the excellent track record in his career. This year he has gradually become a mild, open and courageous man who gives his team members more room. This allows the team to cope with the world better, both literally and figuratively.

“Knowing myself better, being more true to myself and taking this as a strength, makes me a more powerful and happy leader.”- Director O.J.


What’s special is that his manager (VP) also played an important role. She gave him freedom, trust and encouragement at the beginning of this team’s journey. This is what I call: inspiring leadership.

Do you need support in developing your personal leadership skills or in building your team? You are more than welcome to contact me!

Leave a comment

You are commenting as guest.
  • logo-ABN-amro
  • logo-albert-schweitzer
  • logo-Bavaria
  • logo Essent
  • logo-boska
  • logo-Conway-Partners
  • logo-DE
  • logo-iglo
  • logo FrieslandCampina
  • logo-KPN
  • logo-Momentive
  • logo-OHRA
  • logo Chemours
  • logo-P-G
  • logo-philips
  • logo-polyplastic
  • logo-respect-zorggroep
  • logo-sanofi-aventis
  • logo-unilever
  • logo-Valeo
  • logo-NOOSA
  • logo-ICL
  • logo young capital
  • logo Nine