{"id":87311,"date":"2023-05-30T12:49:31","date_gmt":"2023-05-30T10:49:31","guid":{"rendered":"https:\/\/actitudes.ch\/?p=87311"},"modified":"2024-05-07T10:18:19","modified_gmt":"2024-05-07T08:18:19","slug":"column-2-5-with-thomas-cretton-a-tool-to-evaluate-the-degree-of-maturity-of-teams","status":"publish","type":"post","link":"https:\/\/actitudes.ch\/en\/chronique-2-5-avec-thomas-cretton-un-outil-pour-evaluer-le-degre-de-maturite-des-equipes\/","title":{"rendered":"A tool to assess the maturity level of teams: \u00abChronicle of sustainable teams\u00bb with Thomas Cretton"},"content":{"rendered":"

Is there a way to predict team sustainability? This is the challenge Thomas Cretton, Deputy Director of the Valais-based company Alpwatt, set for his EMBA Master's thesis in Management & Leadership (HES-SO).<\/strong><\/p>\n\n\n\n

Text by Francesca Sacco<\/p>\n\n\n\n

Why did you become interested in team development?<\/em><\/strong><\/p>\n\n\n\n

I am convinced of the importance of good management of work groups, and especially of the need to apply certain best practices in this area. I have observed that despite the goodwill management may show, some leaders struggle to recruit, develop, and maintain sustainable, high-performing, and committed teams. I needed a concept that was also a management tool. I wanted my work to be concrete and easily applicable.<\/p>\n\n\n\n

In broad terms, what was the project?<\/em><\/strong><\/p>\n\n\n\n

The idea was to design a self-assessment tool linked to the 18 key factors of team sustainability identified in the methodology. The project started in November 2022, with a questionnaire distributed to all staff of the companies Alpwatt, AL \u00c9lectricit\u00e9, and Starpellet, during a workshop where the concept of sustainable teams was explained. Each person was invited to refer to these 18 known factors to self-evaluate their feelings towards their team and the organization. A five-level scale was proposed, ranging from the unpredictable team (A) to the sustainable team (E), passing through the enlightened team (B), the supportive team (C), and the structured team (D).<\/p>\n\n\n\n

What important lessons did you learn about sustainable teams through this project?<\/em><\/strong><\/p>\n\n\n\n

I understood that while some of us may have natural predispositions to become leaders, having influence is a learned skill. This challenge is all the more demanding as we operate in a volatile, uncertain, complex, and ambiguous (VUCA) world. Organizations must imperatively strengthen their human capital to avoid an increase in turnover or an erosion of talent, for example.<\/p>\n\n\n\n

What do you do differently today, following these workshops?<\/em><\/strong><\/p>\n\n\n\n

Today, my leadership posture has evolved towards a greater awareness of the importance of giving meaning to work and supporting employees. I strive to create a benevolent framework to allow each individual to fulfill themselves and take responsibility by using their margin of autonomy and power. I am also more inclined to promote feedback, whether one-to-one or in a team. Finally, I try to set a good example by seeking a balance between private and professional life. Work should be a place of accomplishment where everyone enjoys fulfilling themselves and where mutual aid is essential.<\/p>\n\n\n\n

Can you give some results?<\/strong><\/em><\/p>\n\n\n\n

Overall, it appears that the maturity level of the teams in the companies concerned reaches Level C, which is the supportive team. This means that, on average, the key factors are just perceived as a strength. Among the most developed factors are customer experience, learning, growth and progress, reliability and teamwork, purpose, and common vision. For leaders, it is about fostering an environment where people can test and appropriate new things by showing them the meaning and purpose of their work, but it is also important to stimulate dialogue by allowing teams to express their needs, to adopt a leader's posture acting as a facilitator, and to encourage a culture of supportive leadership throughout the organization, for example.<\/p>\n\n\n\n

Some figures<\/strong><\/em><\/p>\n\n\n\n