How Kaizenex Builds Better Teams?
TQ and CQ...
Building high performing teams requires creating a culture where encouraging the right conversations around team performance is put first, feedback isn't feared, learning isn't optional, and growth is a continuous journey. This is where the Rocket Model™ (TQ) and Coachability (CQ) come together -- one provides the structure while the other ensures that every individual within that structure can grow, adapt, and thrive.
No roadmap
No direction
No cohesion
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Without a consistent, research-backed roadmap for building teams, you’re bound to have inconsistency across your organisation. If you ask 50 different leaders how they build teams, you’ll likely get 50 different answers. This lack of clarity prevents organisations from sustaining effective teamwork at scale. Your teams need more than vague guidance — they need a clear, structured roadmap to success.
Why Your Organisation May Struggle With Teamwork — And How You Can Fix It
C-Suite Leadership: Set the Standard, or Teams Will Struggle
The behaviour of your top team sets the tone for the rest of the organisation. If they aren’t aligned, neither will be the teams under them.
Competency Models That Ignore Teams Are Setting You Up to Fail
If you don’t teach leaders how to build teams, you’re setting them up for failure — and that failure impacts your entire organisation’s performance.
Talent Management: Are You Rewarding Individual Achievements or Team Success?
Promote leaders who drive team success. Focusing on individual achievements alone creates a culture where teams — and your business — will struggle.
Do Your Leaders Get Feedback on Team Dynamics and Performance?
To close the feedback gap, you need real, data-driven insights from your team members — not just leadership perceptions.
The Limits of Individual Training: Team Specific Training and Tools Are Non-negotiable
Leadership training should be about more than one-on-one management, it must focus on building skills around how to manage and improve team performance.
Rewards Systems That Focus on Individuals Are Killing Team Spirit
The fastest way to destroy team morale is to reward individual accomplishments over team success. Are you spending more time rewarding individual success?
Building Real Teams Takes Real Work, Not Just Fun Team-Building Activities
If your team-building efforts don’t focus on real work, you’re missing the point. Teams need alignment on business goals and accountability for real change to happen.
Feedback Drives Team Performance: Are You Measuring TQ?
How can your leaders improve their teams if they aren’t getting the right insights? You need to gather real data on team effectiveness and dynamics to drive change.
Are your away days speaking to your teams needs?
Common Pitfalls & How We Solve Them
Confusing the two types of away days
Many leaders invest in team-building activities but neglect strategic problem-solving. Our approach ensures the right focus for the right objectives.
Choosing ineffective team-building activities
Team-building should be intentional and results-driven. We design activities aligned with business goals, not just feel-good exercises.
Ready to transform your team’s performance? Get in touch today to design a Team Away Day that’s tailored to your team’s needs and sets you up for long-term success.
You can have all the "EQ" and "IQ" but still lead a team that struggles
Team leadership requires a different skill set — diagnosing team dynamics, creating clarity around goals and roles and, encouraging the right conversations and driving greater results
Most of all, you must be "Teamwork savvy". Teamwork savvy is knowing what drives team effectiveness and, knowing what good team members do.
Our clients who make teamwork a top priority
With 42% of people reporting leaving jobs due to bad team experiences. But 99% of people believe they are
“a good team member"
Yup, team members are performance multipliers for leaders — ONLY If they're good at managing down, building and leading teams — and driving results through others.
It's much harder to build teams when you don't have a
Roadmap for team building that focuses on goal-setting, strategic alignment, and execution.
Measurement of a leader's ability to build teams.
Clear strategy for teamwork — Do you have the right systems and processes in place to support teamwork across your business?
When I started Kaizenex, I knew there was a better way to help organizations achieve extraordinary results.
Too often, the focus is placed solely on individual leadership development while the health and effectiveness of teams go unnoticed.
I believe that great teams — not just great individuals — drive lasting success. At Kaizenex, we’re on a mission to make teamwork the priority it deserves to be.
Whether you’re leading a startup or a global enterprise, I invite you to join us in building high-performing teams that truly make a difference.
Joseph Hewes
CEO & Founder of Kaizenex
Frequently
Asked Questions
How many people do you need to complete a Team Assessment Survey (TAS)?
Minimum of 3 people. Maximum of 25 people
What reports are generated?
For £500, you get 2 reports. 1st report looks at the overall score of the Team. The 2nd report looks at the Teams Score vs the Team Leader. On average we see Leaders rate their ability to build teams 25% higher than what team members report.
How long does a leader need to be in place before requesting the TAS?
At least 6 months. This should be enough time for their leadership behaviours to emerge and impact team dynamics and performance.
What if you want to run the TAS before 6 months?
Our approach to teamwork is flexible. By choosing a common language for teams (the Rocket Model) and applying it to the team. You can easily run the TAS after 3 months. Get in touch for questions.
What are some of the arguments supporting the use of the Team Assessment Survey as a measure of Leadership Effectiveness, or Performance?
Bob Hogan has long maintained that direct reports are the best sources of information when it comes to dark side traits manifestations and team dynamics. We agree and believe direct reports are in better positions to judge whether leaders are capable of building high performing teams then assessors making judgements based on self-reported interviews, personality, and work values results.
Can we use the TAS to select external candidates?
For a wide variety of reasons, the team assessment survey should not be used when selecting external candidates.
When will our work with the TAS most likely go wrong?
When the team leader is unlikely to do anything about the results. They are unwilling to invest the effort required to build a more effective team. This is what absentee leadership is.
What role should the Team Leader play in their TAS feedback sessions?
We would suggest that you contract with the team leader in advance of the team assessment survey feedback session to agree on roles and responsibilities. It’s a good time for team leaders to practise leading from behind. They Should enable an empower their team members to facilitate various team improvement activities. They should not, report back from breakout groups or take on the role of ‘scribe’. this is the time for the team to work as a unit and not be directly led by one person. Even if it is the team leader.
If we use the TAS as part of an exercise in leadership assessment, to what extent is it necessary to control for the number of raters?
From a statistics perspective, the rating of 10 direct reports will be more reliable, accurate, and therefore more predictive than the ratings from a single assessor. There is overwhelming evidence showing that well designed statistical algorithms always out predict clinical judgements. This is the process used to identify the “You Might Like This” on products when making Amazon purchases.
What are the main shortcomings of the TAS?
The Team Assessment Survey©. The TAS is by no means a perfect measure of a team's building ability. But It's a huge improvement compared to what we are using now.
How do we overcome objections relating to the context-dependent nature of TAS results?
We know that 360-degree feedback results are highly dependent on situational factors, yet we still use them to provide feedback. The same holds true for the Team Assessment Survey©. Sometimes leaders are ineffective in building teams, and sometimes they manage high performing teams. Despite having little to do to make this happen. Both realities are reflected in the Team Assessment Survey results.
eLearning Modules: Why the Transition to Articulate Storyline?
Our decision to switch to Articulate Storyline stems from our commitment to providing a platform that not only meets the current technological standards but also offers our clients the flexibility they need. Here are some of the key benefits of this transition: Enhanced flexibility: Clients with in-house e-learning teams can now integrate additional resources directly into the Rocket Model training. For instance, links to supplementary training like their leadership courses. Direct Branding Control: Changes in branding or corporate identity can be directly implemented by the clients themselves (if they have an administrator in-house), without the need for external assistance, ensuring that the e-learning materials are always aligned with the company's current branding guidelines. Multi-Language Support: We are expanding our capabilities to include multiple languages within the Storyline environment, making the Rocket Model accessible to our global audience. The new version will be available from September 1st, 2024, and any client purchasing the existing version can make the switch without further cost.