High Performance Teams

Tel:      +44 (0) 20 8560 4357

Tel:      +44 (0)7977 160 337

Email: anne@annehathaway.co.uk


“A client team of mine had been working together for several years. After its first experience of a Thinking Environment, a team member said:

“It is as though we really listened to each other for the first time”.”

My Schuldt, Klarhet Ledarskap, Sweden

© Anne Hathaway  2012

“Anne is one of the most dynamic people-and organisation-changing people I know.  She has the ability to mentor and influence to get extraordinary results from people who didn’t think they were capable of much, and to refocus over-large egos.  There is little show about the way she does it; the “performance” is in the outcomes.”

Chris Goscomb, former head of People and Organisation Development, the easyJet airline company

Many teams operate on “competitive thinking” – in which individuals seek to be right or to “win”.  This often means that quieter, more reflective team members - who often have a great deal to contribute - are not heard, and so effectiveness and engagement is reduced. 

Evidence now suggests that “collaborative thinking” – everyone working together to produce the best possible ideas and outcome - is the mark of a high-performing, creative and highly-engaged team.  A few simple changes in the way that individuals work with each other - essentially applying the principles of the Thinking Environment - can transform the effectiveness of a group.

Learning the Thinking Environment model happens in “real time” as real work is done, making it a highly cost-effective process.  

Working with a newly-formed group as it first comes together is particularly effective. It is still possible, though, to make a step-change in performance even with long-established, but under-performing, teams. 

For Case studies, click on the photo

Does your work involve leading, or being part of a team? 

How much of your time is spent competing to be heard? 

How many group members actually participate in any given meeting?