Our impact

G11Team has been in operation since 2012. It works with enthusiastic new clients per year, and some who have been partners for many years. There is no restriction on industry groups, nor size of entity – there’s only one criteria, and that is, the entity wants to perform.

Engagement and Execution

Engagement and Execution key in Local Government setting

Accountable performance Strategic Plan Execution

Local Governments have been completing Integrated Planning and Reporting for four lots of four-year cycles currently. This cycle is attracting higher levels of desire in the execution space. We have all shifted from creating aspirations strategic plans to ones that are defined, succinct and extremely deliverable. This shift has achieved satisfaction of community’s expectations on transparency and accountability. Having an executable strategic planning process and plan, it builds a culture of accountability of culture in the workforce, and appeases the workforces desire to enjoy that sense of progress and achievement. Here, Kojonup’s Shire Council is working through its own executable Integrated Planning and Reporting program, with G11Team, for 2023 and beyond. G11 has the unique ability to respectfully challenge leaders, so they development and lead through this program and once execution takes place. G11 doesn’t just produce a plan, it leaves a legacy of strategic knowledge. Mindful of the need to educate stakeholders, particularly Elected Members, on contemporary strategic planning methodology. G11 is also diligent at setting clear boundaries regarding our roles as external facilitators, not content creators. G11Team believes that high performance occurs when people feel good about themselves and their contribution to a team or community. G11 takes great care in acknowledging the strengths and ideas of all involved in Integrated Planning and Reporting process.

Workforce

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.”

Michael presenting

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.

St James thumbnail

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

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.

Performance

Anglican School’s advanced high performance

Leadership Accountable performance High Performing Team

G11 Team conducted a series of High Performing Teams (HPT) workshops with the Senior Leadership team and Heads of Department team at St James Anglican School. A baseline HPT assessment was completed individually by team members prior to commencement of the workshops. The assessment was fundamental to identify focus areas for the team to unpack during the workshops. The two-hour workshops involved a mixture of education via presentation and facilitation of team agreements relating to results from the HPT assessment. As a result of the workshops, both teams now have a clear and agreed purpose, meaningful meeting agenda’s and can monitor their effectiveness (ie determine if they are winning or not).

If you are ready for high care and high performance, reach out today.

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