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Everyone in the leadership team receives a psychological profile, which is used as a foundation in the process towards creating your vision and vision statement.
Everyone is made aware that the vision should be compelling and motivating, so that it is both understandable and easy to translate into action later on.
In other words, management defines its own temporary vision.
The final vision of the organisation has not been found yet. Employees must also be involved to ensure that the vision is deeply rooted in each person. This is a responsibility that management is welcome to take on.
Therefore, in involving the whole organisation, management is given psychological tools, handouts and powerpoints to run a 2-hour visioning process for the rest of the organisation. Ambitious Teams can also facilitate this part of the process.
Employees then submit their own vision proposals to Ambitious Teams.
The final vision of the organisation has not been found yet. Employees must also be involved to ensure that the vision is deeply rooted in each person. This is a responsibility that management is welcome to take on.
Therefore, in involving the whole organisation, management is given psychological tools, handouts and powerpoints to run a 2-hour visioning process for the rest of the organisation. Ambitious Teams can also facilitate this part of the process.
Employees then submit their own vision proposals to Ambitious Teams.
Ambitious Teams facilitates a visioning process for everyone involved, in order to find the final vision statement.
The rest of the participants get their own Insights Profiles, so we can anchor the vision in the self-awareness, pulse and heartbeat of the organisation.
The final vision is created through empathetic dialogue and acknowledgement of the vision suggestions received.
Within the framework of the vision, the mission is now discussed, i.e. how the vision becomes a reality at the operational level.
Each commits to different tasks and missions, but especially to living the vision on a daily basis.
The underlying motivation behind the vision is translated into action. This is the end of a successful and motivating visioning process, where everyone contributes positively to the realisation of the vision of the future.
“The psychiatry department in Region Midtjylland has been incredibly happy to collaborate with Ambitious Teams that has been forthcoming, inventive at all times and anchored our project in “Let us raise each other up”. We had the ambition to decrease the absenteeism as well as roling out a cultural change process. With a curious approach, Ambitious Teams willingly designed and developed a process to meet our needs.
The process included a change in perception, mindset, habits and focus. In collaboration we established a best practice structure to reduce absenteeism, anchored in creating vibrant departments with a high degree of self-awareness. The learners had to be aware of how the signals they send are interpreted by their colleagues. The chosen departments participated on these three workshops with Tom Fisker Jørgensen:
1) The self-aware team
2) Respectful communication
3) Motivational feedback
All the workshops were adapted to the specific themes and issues of the respective departments. In between the workshops I delivered group coaching sessions, with the intent to anchor the learnings from the workshops. There are many contributing factors to the overall success of the programme: the willingness to collaborate in the departments, the collaborative spirit of the leaders, the engagement of the employees, and surely everybody’s flexibility in a time a Covid 19.
But one of the desivey moments in the success was that we collaborated with Ambitious Teams to develop three workshop booklets containing themed exercises, easy-to-understand research, dilemmas and challenges. We were able to continue the specific learning in between the workshops, practicing daily the essential learnings. All the workshops were evaluated more than 9/10 by all the participants, often even higher yet.
Several departments show a dramatic decrease in absenteeism, an increase in the overall well-being, and the process is on-going.
I recommend Ambitious Teams as a collaborating partner, who is open for inputs, good at integrating visions, and who delivers on promises and so much more.”
Project Manager, Anita Nørbjerg, Region Midtjylland
…the dropout rate was reduced from 25% to 8%. This is quivalent of a 68% reduction.
In specific numbers the dropout rate was reduced by 44 students a year, equalling more the 4 million kroner saved annually. This is quite significant to say the least.
University in Denmark
…the dropout rate was reduced from 29% to 7%. The reduction is permanent – a remaquable 75% decrease.
In specific numbers 41 students were motivated to crack on with their studies. Appr. 500.000 Euro are saved annually.
University in Denmark
…for appr. 75 of our associated professors within themes such as Commitment, Motivation, Trust, Sales, Leadership, reducing absenteeism etc. These are my recommendations, and I will gladly specify my statements.
Helle Markusen, Manager of Education, UCN.
...on absenteeism, and drop out rates. The theory is applied in the pre-analysis of your organisation, as well as integrated in the workshops as playful exercises, challenges and card games.
...which lets the learners leave each workshop excited and engaged. Furthermore the approach ensures that the learners can and will put their insights into practice.
...that throughout has a positive approach to the learners and your organization. We discuss the future. We shape the best team possible. We create psychological safety and personal responsability. Everyone is motivated to contribute with their part of the solution to reduce absenteeism.
...that contains tools for reducing absenteeism. The booklets follow the learning progressively on the day, and is part of the learners' toolkit. Sometimes we opt to follow the team pace, which turns the exercises into challenges that the team leader kan deliver after the workshop. Reducing absenteeism is a process, not a one day fix.
...40 page long and anchored in research on absenteeism and contemporary psychology.
...unleashing the individual potential of the learners, so inclusion, thriving, a positive team spirit are created during the workshop.
...for the team leader or the HR-department to follow up on commitments that reduce absenteeism. More even more important, it allows for everyone to continue the metacommunication on themes in the team.
Will be motivated to increase the thriving and decrease the absenteesim in the team.
At the end of the workshop the teamleader receives a package of boosters for continual improvement of the team. The simple step to take is look at the boosters, nominate some ambassadors, and the start integrate high quality communication by playing some of the entertaining games around communication from the boosters package.
To run post workshop – with instructions5 dilemmas
For the team to solve on their own
To engage the team in keeping up the new purposeful habits
The workshop contains specific psychological tools to reduce absenteeism, which you will receive at each workshop. In Ambitious Teams we call these tools Boosters.
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