The Team Scan
Shows where the team stands today, what is going well and where there is room to develop. Not as a verdict, but as a starting point we look back on twelve months later.
Twelve months, not one day
Lasting change does not happen in a single session. A good team session sets a lot in motion, but what happens afterwards decides whether anything really changes. So we work with a team for a year, with a team coach joining the meetings they already have, and Keepr on the days in between.
The year at a glance
- Month 1
Three team sessions. The team lays the foundation for the year ahead together.
- Months 2 to 12
The team coach joins existing meetings. Keepr supports on the days in between.
- Month 12
A second Team Scan shows what has changed and where development is still needed.
It starts with three sessions
No e-learning and no one-off workshop. Three half days with a facilitator, plus one technical session where we connect Keepr to Slack or Teams. In those sessions the team gets to know each other better, makes visible what is going on, and discusses what often goes unsaid. Together we turn that into concrete agreements and development points for the year ahead.
The personal compass
How you work best, what matters to you, and where you want to develop.
The team agreements
Four to six lines the team writes itself, in its own words. What it wants to do differently, and what it is deliberately working on.
The goals for the year
Where does the team want to be in twelve months, and what change does it want to see in how it works together.
Ownership is what makes the difference
Agreements work better when a team understands why they are needed and takes ownership of them together. Someone at a client put it this way: this is not something that was decided for us, we decided it ourselves as a team. Someone else, at the same organisation, said the opposite about agreements he had not made himself.
Change imposed from above rarely holds. Not because the agreements are bad, but because nobody chose them. So we do not decide from the outside how a team ought to work. The team coach helps the team work out for itself what behaviour is needed, and sits in the room but not at the table.
Then the real work starts
The team coach is there for the moments that matter. Keepr is there on the days in between.
The team coach
Six to twelve times a year, the team coach joins a meeting the team already has. Not an extra session nobody has time for. The team coach watches what actually happens, helps the team recognise patterns, and then spends half an hour with the team lead on what stood out. We look at how the team works together, not at the content of the discussion.
Keepr
Keepr knows the agreements, the team context and the development points, and helps people apply them in daily work. Every week or two, something comes back in the team channel. Pulse checks and 360 degree feedback happen as a conversation, not as a survey by email, and always in the open channel.
We keep track of what changes
Through pulse checks, feedback and what the team coach sees, we make visible what is changing and where attention is still needed. That builds on the agreements already made.
The team itself changes too. People come and go, roles shift, two teams merge. Each of those is a reason to update the agreements so they still hold.
After twelve months
After twelve months we measure again where the team stands. We compare the results with the start and look at what has visibly changed. Agreements that are still there and that now mean something, and a team lead who knows what the team pays attention to, even with people who joined or left since last year.
Is this the right fit for your team?
In a short conversation we look at where your team stands and whether our approach fits. Thirty minutes, nothing more.
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