What it Takes To Win

Leadership Accountable performance High Performing Team Culture

"What It Takes to Win" (WITTW) is a transformative methodology crafted by G11Team High Performance consultants Michael Broadbridge and Simon Jones. Their seven-step process, facilitated with passion and insight, empowers teams to break free from conventional thinking and unlock innovative solutions. WITTW fosters a culture of collaboration, alignment, and inspiration, applicable to any organization striving for excellence. Rooted in effort, discipline, humility, intelligence, and courage, WITTW challenges teams to redefine success on their own terms, urging them to ask, "What will it take to win?" This approach ensures that winning becomes not just a possibility but an inevitable outcome in an environment cultivated for success.

Swift and enormous impact for Fruitico

Leadership High Performing Team Operating Model

Primary produce grower and distributor, Fruitico, with operations in Pinjarra and Broome, have been assisted by G11 Team in their large-scale fresh produce business since mid 2022. G11 Team was asked to build leadership capabilities in senior management and supervisor level. This would enable the owners of the business to focus on strategic growth, and alleviate the day-to-day forces of operations. Upon starting the project it was apparent that the foundations of sustainable high performance needed to be improved (including; job descriptions, organizational structure, performance appraisals, operational planning). In parallel to building these processes, the leadership teams undertook fortnightly development and coaching. “Through this program, the owner was able to discover unsuspecting high potential leaders, there was greater calmness amongst the day-to-day leadership, and we all witnessed a more proactive approach to solving problems. The most rewarding part has been the emergence of high performance leadership skills being developed, amongst people who were technically very able at their jobs. We can see greater efficiency now in their sub-teams,” said Michael Broadbridge, G11’s Principal Consultant on this project. “The managers are now more measured and planned in their approach. I have been enabled to focus on the future of the business. The impact has been swift and enormous,” said Roger Fahl, Owner and CEO, Fruitico.

Fruitico finds momentum in leadership development

Leadership High Performing Team Culture

This is a story of how G11Team helped a large agriculture operation build leadership capacity and strengthen its culture. The business had experienced rapid growth and the owners recognised that the existing skills and systems of leadership were not adequate or efficient to run a multi-million dollar organisation. While the culture of the business was described as ‘good’, there was acknowledgement that improvement in culture was needed. The owners engaged with G11Team to design and deliver a six-month Leadership and Culture Program. The G11 team method is to understand, diagnose and develop bespoke programs for clients, so the first step was to diagnose. The diagnostic pointed to the need for leadership behaviours that developed trust, built strong relationships, created transparency and clarity, and finally connected people to their and the organisational purpose. G11Team then designed a structured program of sub-team workshops combined with individual and peer leadership coaching. Central to the program, G11Team supported leaders to create a ‘Great Day’ environment, through planning together, peer feedback and bringing values to life through performance behaviours. The result has been most positive – so positive, the owner and CEO, Roger Fahl has stated: “This is the first time that we invested in leadership development for our Managers and Supervisors. While our agriculture skills are good, we realised that we all have much to learn about leadership and culture. The impact of the program on the team and business has been amazing. Our communication is so much better now that we have some structure. There has been a big shift in the confidence of the team, there is a sharper focus on what we do. The entire team is much clearer on how to work together, and the business is thriving.”

K2fly’s M&A process a lesson in Culture

Leadership High Performing Team Culture

Bringing together different teams under the one banner requires an elevated and dedicated focus on a collective culture. Imagine going to work, building up a company for ten years, then it is bought by another, with a new set of values and a different purpose. This issue happens across the globe when companies are acquired by, or are merged with another. During this M&A phase, shining a spotlight on culture development is crucial. Congratulations to global software services company K2fly, and its 70+ employees, for such a strong commitment to high care and high performance during their high M&A phase. K2fly is the leading global provider of reporting software solutions for the mining industry. G11 Managing Director, Michael Broadbridge, has been working with K2fly this year, in Perth and online with its global teams, to assist team members coming on board this global culture journey. “Team member’s motivation increases when they are connected to the purpose of their team and when they understand the impact of their contribution towards this purpose.” The G11 Team workshops with K2fly unpacked what success looks like for these new team members, plus how they’d know at any point in time they were performing, and the behaviours needed to live their values.

Independent school’s deep dive into Strategic Planning

High Performing Team Strategic Plan Execution

A true competitive advantage for a school is hard to find – let’s face it, they all do similar things. If we consider that competitive advantage is made up of many elements, not just one element, then we can start to determine what makes each school unique. The uniqueness comes from how each element fits together, therefore making a school distinguishable compared to another. After three months of executive-level searching with G11 Team, St James’ Anglican School determined that their purpose was untouchable, but their three-year focus was not. It was determining these focus areas which has enabled anchoring of their competitive advantage. Their soon-to-be released strategic plan clearly articulates what the school stands for, and consequently what it doesn’t. Their plan is made up of 12 elements, or outcomes, fitting together as one strategic jigsaw. Congratulations to St James’ executive, workforce and Board for diving deep into strategic planning, for the betterment of their learners, parents, community and partners for many years to come.

Government Works high performance Growth

Leadership Accountable performance High Performing Team

Over 100 local government Works representatives from across WA, connected in a three-day conference at Joondalup resort, absorbing learnings about leadership, safety, weight and life management, and adult education. G11 Team’s director, Michael Broadbridge, challenged and engaged the attendees in a workshop titled ‘Heart and Soul Leadership’. The aim of the workshop was to provide practical strategies for the Supervisors to effectively ‘lead’ their superiors, peers, and teams. Data collected from this workshop highlighted areas for high-performance growth: 1. Only 33% of Works Supervisors attending the conference had mentors 2. 55% consider themselves optimistic 3. 25% say they set high standards all of the time, and 4. 40% manage their time effectively.