Karin Wellbrock
Kay Group Partner & Executive Coach
Boyd and Moore Executive Search has partnered with Kay Group Asia, a leadership development and organisational consulting company based in Tokyo. The engaging coaches, leadership consultants and facilitators bring deep industry, leadership and international experience to their services, addressing workplace performance solutions by employing proven and highly effective methods.
By utilising years of industry and business consulting experience, the Kay Group | BMES partnership provides long-term and comprehensive solutions to leadership and team development for high performance.
Kay Group’s Innovative Approach to Boosting Team Performance
Diversity is often talked about as a way to improve team performance. However, Kay Group believes diversity goes beyond age, gender, or expertise. They focus on the unique perspectives, skills, and experiences each individual brings to the team.
Building Strong Teams
Kay Group starts by acknowledging the different mental models and interests within a team. Aligning these diverse individuals requires leadership and a coaching approach rather than standard training. This coaching helps reshape mindsets, which is key to improving how teams work together.
One of the key tools Kay Group uses is “dialogue visualization,” a method from Metaplan Consulting that encourages team members to build a shared understanding. They also use the Belbin Team Roles model, which identifies the natural roles each person takes in a team, expanding the idea of diversity.
To help teams work through challenges, Kay Group follows the Tuckman team development model. This helps teams create an open environment where members feel safe to discuss differences, ultimately leading to better team performance.
Tapping into Hidden Mindsets
Kay Group also focuses on the preconscious mindset – the level between conscious and subconscious thought. By exploring this, they uncover differences in thinking and hidden assumptions that might cause conflicts. Addressing these early helps align team members towards shared goals.
Using learning tools and visualization techniques, Kay Group encourages open discussions. Team members share their thoughts and feelings, which are then used to create action plans that promote team alignment and commitment.
The Kay Group Difference
With years of experience in executive roles and consulting, Kay Group has developed effective strategies for managing diverse teams. Their methods have been particularly useful in Japan’s business culture, but they are confident these strategies work for teams worldwide.
Leading diverse teams can be challenging, but Kay Group turns these challenges into opportunities for growth. Their team-building programs help teams achieve high performance by embracing diversity.
For more information on Kay Group’s coaching and team-building programs, contact Axel Wellbrock or Karin Wellbrock at axel.wellbrock@kaygroup-asia.com or karin.wellbrock@kaygroup-asia.com.
This article, brought to you by Kay Group Asia, explores the growing shift in corporate culture toward team-based leadership. As companies move away from traditional hierarchies, Kay Group has seen firsthand how coaching has become central to fostering collaboration and continuous growth. Bayer AG, one of the companies embracing this trend, showcases how a network of teams can successfully replace rigid bureaucratic structures, signaling a broader organizational change.
Using learning tools and visualization techniques, Kay Group encourages open discussions. Team members share their thoughts and feelings, which are then used to create action plans that promote team alignment and commitment.
The New Approach: “Team Leadership by Coaching”
In this new era, leaders are not just recognized for their expertise, but for building trust, encouraging debate, and promoting accountability. Patrick Lencioni, a well-known thought leader, supports this idea, advocating for a team-first approach where collaboration drives success.
Why Team Dynamics Are Crucial
Agile, team-based workplaces are now the key to success. Teams that operate with autonomy can quickly adapt to market changes. In this environment, leaders take on entrepreneurial roles, fostering a culture of feedback and peer accountability.
How to Start the Transition
The shift to a team-based culture begins at the top. Leaders who adopt a coaching mindset can inspire change throughout the organization. The goal is to move from a directive leadership style to a more participative one, empowering teams across all levels.
Looking Ahead
Bayer AG is one of the latest companies to embrace this progressive approach, part of a larger movement recognizing the benefits of decentralized team structures. Empowering teams has become essential for driving success.
If you’re considering these changes, Kay Group offers expertise in team development and cultural transformation, especially within the Japanese business landscape. What challenges does your organization face in improving performance and fostering value? Kay Group is ready to explore solutions with you.
For guidance on organizational transformation or team-related strategies, Kay Group’s experts Axel and Karin are available to support you. Reach out to Axel at axel.wellbrock@kaygroup-asia.com or Karin at karin.wellbrock@kaygroup-asia.com to discuss your needs.
Sarah, a recently elevated legal executive, faces a complex dilemma after successfully competing against her colleague, Mike, for a high-ranking position in the executive team. Now, Mike, a local regulations whiz, finds himself reporting to Sarah, whose legal strengths are more international in scope. Whenever they’re in the same meeting, Sarah can’t help but feel a hint of self-doubt due to Mike’s expertise. While his legal acumen is exceptional, his interpersonal skills leave much to be desired. His behavior has led to harassment issues within the team, creating a situation that could damage the company’s reputation. Now, Sarah must make a tough choice: retain the exceptionally skilled but problematic lawyer, or safeguard the well-being and harmony of her team?
From Legal Reasoning to Emotional Understanding: Navigating Complexity
Initially, Sarah wanted to tackle the issue the way she would a complex legal case—by making a list of pros and cons. Keeping Mike would mean benefiting from his unparalleled local legal knowledge, but at the cost of potentially losing other valuable team members who couldn’t tolerate his behavior. On the flip side, letting him go would resolve the HR issues but create a knowledge gap in the team’s legal competencies. Just as she was deep into this rational analysis, a thought flashed through her mind: “I wish I was as well-versed in local regulations as Mike is.” This emotional admission shifted her perspective from pure logic to one centered around identity.
Asking herself, “Who am I in this situation?” Sarah remembered she wasn’t just an expert in international law; she was a leader with a team to guide and protect. This revelation pushed her to reframe the question at hand: “What would a thoughtful, caring leader do when confronted with an exceptionally skilled yet toxic employee?” By reconnecting with her leadership values, her decision became more straightforward
Seeing the Whole Picture: Beyond Immediate Impact
Sarah ultimately decided to part ways with Mike, but not without contemplating the ripple effects of her decision. Immediately, his departure might ease the growing tension among the team, although it would also mean a heavier workload for everyone. Looking further ahead, she considered the second-order consequences, such as any HR or legal challenges that could arise, and the positive impact on team morale and collaboration. In the long term, she realized that, as a responsible leader, she could attract professionals who prioritized a respectful and harmonious work environment.
Donning the Leadership Mantle: A Valuable Lesson Learned
Navigating the murky waters of the Mike dilemma was anything but easy, yet it proved to be an invaluable lesson in leadership for Sarah. The situation forced her to acknowledge the equal importance of emotional intelligence and people skills alongside her legal capabilities. By returning to her core leadership values, she was able to make a tough but vital decision. This recentering reinforced her dedication to fostering a healthy, productive team environment.
Going Beyond Pros and Cons
When faced with tough choices, the “Identity Model” can offer an additional layer of insight. Instead of just balancing pros and cons, ask yourself:
- Who am I?
- What kind of situation is this?
- What would someone like me do in this situation?
These questions can guide you toward more holistic and value-aligned decisions, enhancing not only your leadership but the well-being of your entire team.
If you’re grappling with the delicate interplay between subject-matter expertise and team dynamics, carefully considering your options is crucial. For those leading through such complexities and striving to strike a balance between individual talent and team cohesion, Karin Wellbrock offers specialized guidance and support. Contact her at karin.wellbrock@kaygroup-asia.com to navigate these challenges with confidence.
Mark (changed for privacy purposes), a new CTO, inherited a difficult manager who was causing havoc in the department. The brilliant jerk was excellent at engineering and critical thinking, but terrible at people and collaboration skills. For a long time, he harassed his team members who threatened to quit. Mark had to do something fast. He expressed his initial dilemma in the coaching session: should he keep the exceptional engineer or keep others?
people gesture hand high five, laughing and smiling together in brainstorming meetings at the office.
From Logic of Consequence to Logic of Identity
Mark’s initial reaction was to use his rational mind and to develop logical options with a cost-benefit analysis. ¹ The jerk could stay, and some engineering products would be excellent, but key members would leave. Alternatively, he could fire the jerk, deal with HR issues, and juggle engineering capabilities, while retaining other key members. These options came immediately and instantly. Suddenly, the conversation shifted when Mark said, “I want to be as brilliant as he is.” Mark’s emotional declaration led to a discussion about identity.
By asking, “Who am I?” Mark changed his perspective and he realized that he is not only an engineer but also the head of the technology department. Since Mark was working remotely for a long time and with dispersed teams, he realized that he was leaning more towards his engineer identity than his leader one.
As the CTO, he wanted to be a servant leader who empowers teams. As soon as he put on his CTO hat, the question “What would a servant leader do with a brilliant jerk?” became clearer since he gained confidence by relying on his values.
Seeing around corners
Mark decided to let the brilliant jerk go but wondered about the consequences. ² Considering questions such as “What are the immediate effects of my decision?” and “Who would be affected?” helped him to analyze this decision. In this case, the positive effect might be a reduction in team tension, but it would come at the expense of an increased workload for each member.
After reviewing the direct effects, Mark analyzed the indirect effects or the second-order consequences. He could anticipate potential HR and legal challenges, but also better team collaboration and performance. Then he considered the longer-term or third-order consequences. Because Mark is a servant leader, he may be able to retain engineers who trust him. He might end up achieving better results.
Putting the leader hat back on
The brilliant jerk situation initially frustrated Mark, but he appreciated the reminder of how he let his guard down as a leader. Upon re-evaluating his role as a servant leader, he was able to reaffirm his commitment to the team’s success. Ultimately, Mark reaffirmed himself as a leader due to his belief in doing the right thing.
Going beyond cost-benefit analysis
Next time you need to make a tough decision, instead of simply weighing the costs and benefits of your options, consider the “Identify Model” of decision-making. You can ask yourself three questions:
Who am I? What kind of situation is this?What would someone like me do in this situation?
Try it and see how it can guide you to make more informed and authentic decisions that are aligned with your values and principles.
