1. The Super Teams Pack
How you can continue
to build a super team

2. Introduction
This pack provides practical tools that you can use to continue to build a super team. The pack is divided into several parts.
The first part explores how to clarify the team’s strengths and strategy for achieving its picture of success.
The second part explores how to clarify and communicate the team’s story, strategy and road to success.
The third part explores how to make clear contracts with people about their best contributions towards achieving the picture of success.
It also describes practical ways that people can proactively report about their progress towards achieving the goals.

3. You may, of course, have already clarified your team’s strengths and strategy.
If so, you can move straight to the second part of the pack. This focuses on how to communicate and gain commitment to reaching the goals.
Here is the material. As ever, take the best and leave the rest. Use the ideas you like to help the team to achieve ongoing success.

4. Super Teams - Part One Clarifying the team’s strengths and
strategy for achieving its picture of success

5. Introduction
Super teams are special. They often start by building on their strengths, setting specific goals and clarifying their picture of success. They then translate this into a clear story, strategy and road to success.
Everybody knows what mountain they are climbing, why they are climbing it and how they will reach the summit. They know who will be delivering what and by when.
Super teams are made up of people who want to be positive, professional and peak performers. They choose to opt in and make clear contracts about their best contributions towards achieving the goals.
People do superb work, support each other and find solutions to challenges. They then do whatever is required to achieve the picture of success.

6. Super teams start by clarifying their strategy
Super teams start by clarifying their strategy. There are many ways to take this step. One approach is for them:
To clarify their strengths and successful style of working.
To clarify their perfect customers and how they can help these people to succeed.
To clarify their chosen strategy for achieving success.
This section provides tools for clarifying your team’s strengths and strategy. Some teams skip this step and move straight to the next section, which focuses on the team’s story.
It can be useful, however, to clarify the team’s strengths. This can provide the foundation for developing your strategy and achieving success.

7. Super Teams
Super teams are special. They often start by building on their strengths and clarifying their picture of success. They then translate this into a clear story, strategy and road to success.
Story
Strategy
Success

8. Super Teams
They focus on implementing the right strategy with the right people in the right way.
The
Right
Strategy
The
Right
People
The
Right
Way

9. The Super Team’s Strengths
This section provides tools you can use to clarify
the team’s strengths and successful style of working

10. Introduction
There are many tools you can use to clarify your team’s strengths. The following exercises invite you:
To clarify the specific activities in which the team delivers - or has the potential to deliver - As rather than Bs or Cs.
To clarify the team’s perfect customers - the kinds of customers with whom it works best - and the challenges these customers face.
To clarify how the team can use its strengths to help these customers to achieve success.
Here are the exercises.

11. The Super Team Learning from when the team has
performed brilliantly in the past

12. Introduction
So how can you find a team’s strengths - where it it delivers As, rather than Bs or Cs?
One approach is to explore its positive history and when it has performed brilliantly. The team’s talents can be found in a combination of ‘What’ it delivered, ‘How’ it was delivered and to ‘Whom’. These provide clues to the team’s strengths and successful style.
So when has the team performed brilliantly? What have been its success stories?
What did people do right then to perform outstanding work? What were the principles they followed? How did they translate these into action?

13. If you wish, try tackling the exercise on this theme
If you wish, try tackling the exercise on this theme. This invites you to do the following things.
Describe the specific times when people in the team have performed
brilliantly.
Describe the specific things that people did then - the principles
they followed - to perform brilliantly.
Look at each example in turn and describe these things. You may want to focus on the specific strengths they showed, the specific strategies they followed and the specific skills they used.
Describe the specific things they did to translate these principles into action and perform brilliantly.

14. The specific times when people in the team
performed brilliantly were the following
1) When they …
The specific things that people did then to perform brilliantly were:
* They …
For example …

15. The specific things that people did then to perform brilliantly were:
2) When they …
The specific things that people did then to perform brilliantly were:
* They …
For example …

16. The specific things that people did then to perform brilliantly were:
3) When they …
The specific things that people did
then to perform brilliantly were:
* They …
For example …

17. The Super Team The specific activities where it
delivers As rather than Bs or Cs

18. Introduction
Bearing in mind the answers from the previous exercise, move on to describing what you believe to be the team’s strengths.
Describe the specific activities where the team delivers - or has the potential to deliver - As to customers.
These can be projects, services, products or other activities. So you may wish to focus on:
The specific ways it helps customers to achieve success.
The specific types of projects where it does great work to help customers to succeed.
The specific results it has delivered for customers.

19. The team’s strengths go beyond ‘What’ it offers
The team’s strengths go beyond ‘What’ it offers. They are often contained in the ‘How’ it delivers these things.
Combining these strengths and successful style can help to define the team’s specific contribution to helping customers to achieve success.
The following exercise is in two parts. It invites you:
To describe where the team delivers As and give examples of where it has done this in the past.
To describe where the team has the potential to deliver As and give reasons why you believe this may be possible.

20. The specific activities – the projects, services, products, tasks or other activities - where the team consistently delivers As to customers are: 1)
The specific examples of when it has
delivered these things in the past are: *

21. The specific examples of when it has 2)
The specific examples of when it has
delivered these things in the past are: *

22. The specific examples of when it has 3)
The specific examples of when it has
delivered these things in the past are: *

23. the team has the potential to deliver As are:
The specific activities – the projects, services, products, tasks or other activities - where
the team has the potential to deliver As are: 1)
The specific reasons for saying this
– the examples and evidence - are: *

24. The specific reasons for saying this 2)
The specific reasons for saying this
– the examples and evidence - are: *

25. The team’s perfect customers
The Super Team
The team’s perfect customers

26. Introduction
Who are the kinds of customers with whom the team works best? It may work best with customers in a particular field or with certain characteristics.
How to clarify the preferred kind of customer? One approach is to look back at when the team has done great work. Bearing these answers in mind, this exercise invites you to do the following things.
Describe the specific kinds of customers with whom the team works best.
Describe the specific challenges these kinds of customers face.
Describe the specific goals they want to achieve.

27. The specific types of customers with
whom the team works with best are: 1)
The specific challenges this customer faces are: *
The specific goals this customer wants to achieve are:

28. The specific challenges this customer faces are: *2)
The specific challenges this customer faces are: *
The specific goals this customer wants to achieve are:

29. The specific challenges this customer faces are: *3)
The specific challenges this customer faces are: *
The specific goals this customer wants to achieve are:

30. The Super Team
The specific ways the team can use its strengths to help its customers to tackle their challenges and achieve success

31. Introduction
We are now coming to the key point. So far we have covered:
The team’s strengths.
The team’s perfect customers, the challenge they face and the specific goals they want to achieve.
The next step invites you to do the following things.
To write the name of each of these potential customers.
To describe the specific things the team can deliver to help these customers to achieve success.
To describe the benefits of delivering these things.

32. The specific customer is:1)
The specific things the team can deliver to
help this customer to achieve success are: *
The specific benefits of delivering these things will be:

33. The specific things the team can deliver to 2)
The specific things the team can deliver to
help this customer to achieve success are: *
The specific benefits of delivering these things will be:

34. The specific things the team can deliver to 3)
The specific things the team can deliver to
help this customer to achieve success are: *
The specific benefits of delivering these things will be:

35. strategy for going forwards
The Super Team
Clarifying the team’s
strategy for going forwards

36. Introduction
Bearing in mind the work you have done previously on the team’s strengths, this exercise invites you to do the following things.
Describe the possible routes the team can follow in the future. The team may, for example, have some of the following options.
To continue to pursue its present strategy.
To pursue the strategy of building on its strengths and working with its perfect customers.
To continue working with some of its present customers whilst also building a new business working with its perfect customers.
To pursue another strategy.

37. Describe the pluses and minuses of each option.
Describe the attractiveness of each route. Do this on a scale 0 – 10.
People often start this exercise by listing the obvious options and then exploring other possibilities.
For example, is it possible to combine the best parts of each road into a new option? What other options are there?
Imagine that you and your colleagues have done the previous parts of the exercise. It can then be useful:
To discuss the various options with a view to agreeing on the way forward.
To, when discussing the options, build on what you have in common.

38. It is okay with healthy debate
It is okay with healthy debate. After awhile, however, you can then aim to:
Describe the team’s preferred route.
The next step will be to translate this route into a clear story, strategy and road to success. That will be covered in the next section.
Before then, however, here is the exercise that invites you to clarify the team’s possible routes forwards.

39. The Super Team Possible Options
The following slides give an opportunity to sketch out the team’s possible options – the routes it can take going forwards.
The first slide gives an overview of what the various options may look like from above. But start by describing each of the options in detail on each of the slides that follow.
You can then return to the overview and decide which route to follow.

40. The Team’s Possible Options
The Possible Routes The Team Can Follow In The Future Are: A
To … B
To … C
To …
Pluses: ___
Minuses: ___
____ / 10
Pluses: ___
Minuses: ___
____ / 10
Pluses: ___
Minuses: ___
____ / 10
The attractiveness rating of each of these options is:

41. The possible options the team can follow are:
A) To …
The pluses will be: *
The potential minuses may be:
The attractiveness rating is: ____ / 10

42. The potential minuses may be:
B) To …
The pluses will be: *
The potential minuses may be:
The attractiveness rating is: ____ / 10

43. The potential minuses may be:
C) To …
The pluses will be: *
The potential minuses may be:
The attractiveness rating is: ____ / 10

44. The potential minuses may be:
D) To …
The pluses will be: *
The potential minuses may be:
The attractiveness rating is: ____ / 10

45. The potential minuses may be:
E) To …
The pluses will be: *
The potential minuses may be:
The attractiveness rating is: ____ / 10

46. The Super Team’s Preferred Route This section to be completed after
all the options have been discussed

47. The specific route we would like the team to follow in the future is:
The pluses of following this route will be: *
The potential minuses may be:

48. The specific things we can do to build on the pluses are:*
The specific things we can do
to minimise the minuses are:

49. Rating the chances of success
The Super Team -
Rating the chances of success
This exercise invites you to conclude this part
by rating the team’s probability of success

50. Introduction
Great teams do their due diligence and stress test that the strategy will work.
Bearing in mind the things you can control, the final part of this section invites you to do the following things.
To rate the team’s chances of pursuing the strategy and achieving success. Do this on a scale 0-10.
To describe the specific things the team can do to maintain or improve the rating.

51. Success Rating
Bearing in mind the things we can control, the present rating we would give regarding the team’s chances of pursuing the strategy and achieving success is:
___ / 10
The specific things we can do to
maintain or improve the rating are: *

52. This section has focused on:
Conclusion
This section has focused on:
The team’s strengths, its perfect customers and how it can use its strengths to help these customers to achieve achieve success.
The possible strategies the team can follow in the future together with the pluses and minuses of each route.
The specific strategy the team wants to follow.
It is then time to translate this route into a clear story, strategy and road to success. This takes us to the next step.

53. Super Teams - Part Two Clarifying and communicating the
team’s story, strategy and road to success

54. Introduction
Super teams build on their strengths and clarify their strategy. They then translate this into a clear story, strategy and road to success.
Good leaders communicate these to their people. They then give people the chance to reflect and decide if they want to contribute towards achieving the goals.
People who want opt in make clear contracts about how they can use their strengths to make their best contribution. They perform superb work, find solutions to challenges and do whatever is required to achieve the picture of success.
This section provides tools for clarifying and communicating the team’s story, strategy and road to success.

55. You can start by defining the team’s purpose – the specific thing the team really wants to do. You can then clarify:
The ‘What’. The specific goals the team wants to achieve and the picture of success.
The ‘Why’. The specific benefits - for all the various stakeholders - of achieving these goals.
The ‘How’. The key strategies the team aims to follow to achieve the goals.
The ‘Who’. The specific responsibilities of various people when working to achieve these goals.
The ‘When’. The specific things that will be happening and when
along the road towards achieving the picture of success.

56. Several points are worth bearing in mind when writing the story
Several points are worth bearing in mind when writing the story. It can be useful to do the following things.
To decide for whom you are writing the story.
If you are a leader, you may initially write the story for your internal team. This will ensure everybody knows the team’s goal.
To write the story by yourself or, if you wish, to involve other key people at various stages.
To stay true to the spirit of the story but then, if you wish, also adapt and communicate it in a way that resonates with other groups of people.

57. Start from the destination and work backwards
The Road Map
The first part of the following exercise invites you to clarify the story. It is followed by inviting you to create a Road Map.
The Road Map is the ‘When’ part of the story. This will become your ongoing working document. So it is vital to craft it with care.
Several things are worth remembering when making the road map.
Start from the destination and work backwards
Start by picking a date in the future. Describe the specific goal you want the team to achieve by that date.
Also describe the specific things that will be happening then that will show you have achieved the goal.

58. Describe cumulative targets
The totals under each heading for each quarter to be cumulative. Below is an illustration for Profits, but do it with each heading. For example:
Q4. Profits £1 million
Q3. Profits £750k
Q2. Profits £500k
Q1. Profits £250k
Try to have 3 bullet points of deliverables for each quarter under each of Profits, Products and People. This fleshes out the road map.
Bring the road map to life with quotations
Describe the actual words you would like to hear people saying at various stages of the journey. These can be quotes from leaders, customers, colleagues or whoever. Here are the slides for the Story and Road Map.

59. The Team’s Story
The ‘What, Why,
How, Who and When’

60. Introduction The purpose of our team – the
specific thing we really want to do - is:
* We want to ...

61. The What - The Picture of Success
The goal we want to achieve by ___ is:
* To
The specific things that we will have achieved by
then that will show we have reached the goal will be:
Profits

62. Products
* To
People

63. The benefits of reaching the goals will be:
The Why
The benefits of reaching the goals will be:
For the company
* To

64. For the customers
* To
For the colleagues

65. The How The key strategies we can follow to give
ourselves the greatest chance of success are:
Profits
* To

66. Products
* To
People

67. The Who The leadership team’s responsibilities
in working to achieve the goals are:
* To

68. The manager’s responsibilities in working to achieve the goals are:
The colleagues’ responsibilities in working to achieve the goals are:

69. Team’s Picture Of Success
The When - The Road Map
Towards Achieving The
Team’s Picture Of Success
The ‘one line’ specific goal our team wants to achieve by the end of the year is:
* To

70. Quotes. The words we want to hear people saying then are:
Milestones. The specific things that we will have achieved by then will be:
Quotes. The words we want to hear people saying then are: Q4
Profits *
Products
People
“______________”

71. Profits *
Products
People Q3
“______________”

72. Profits *
Products
People Q2
“______________”

73. Profits *
Products
People Q1
“______________”

74. The Team’s Story
Getting people’s
responses to the story

75. Additions and Suggestions
Introduction
Imagine that you have presented the story, strategy and road map to your people. If you wish, you can then take the following steps to get responses from the team.
Invite people to form groups. Each group is to make flip charts that gather their responses to the story and strategy under the following headings.
Like
The specific things they like about the story and strategy.
Additions and Suggestions
The specific additions and suggestions they have regarding the story and strategy.

76. The Team’s Story and Strategy
The additions
and suggestions
we have are:
The things we
like about it are:
The concerns
and questions
we have are:
The success rating – and how we can improve the chances of success - is:

77. Concerns and Questions
The specific concerns and questions they have about the story and strategy.
Success Rating
The present rating they would give regarding the team’s chances of achieving the goals. This to be done on a scale 0 – 10.
The specific things they believe people in the team can do to maintain or improve the chances of success.
Give people at least 30 minutes to do the exercise. People’s ideas are to be written on a flip chart as they go along.
If you are the leader – or if there is a leadership team that has introduced the strategy – you can give people 20 minutes to get started.

78. Invite each group to then give the headlines of their responses
You can then go around and look at the themes that are emerging. This helps you to prepare to address the themes and answer any questions. (You will have told people beforehand that you will be going around to see the themes that are emerging.)
Invite each group to then give
the headlines of their responses
The next step is to invite people to report back. It can be useful to cluster the themes and questions that emerge. You can then respond and answer more effectively.
When answering questions, it can be useful
to explain the following guidelines to people
Explain that you will aim be honest and answer as fully as possible. You will do this because you want people to understand the strategy, the rationale behind it and the steps going forwards.

79. Explain that you may not be able to answer all the questions in the session. In some cases you will get back with some answers. There may also be questions that, because of certain issues, you will choose not to answer.
Explain that you will also set aside time over the next week to meet individuals and answer, as far as possible, their questions. They can book a time to see you.
Explain that you will take away the ideas and see which of these can be added to the strategy. Bearing these things in mind, you can embark on addressing the themes and questions that have emerged.
Good leaders often see these sessions as an opportunity to educate people about the strategy. People go away with a wider grasp of the issues. They are then more able to explain the strategy to new people who join the team.

80. The
Responses

81. Like About It

82. The specific things
we like about it are: *

83. Additions and
Suggestions

84. The possible additions and suggestions we have are:*

85. Concerns
and Questions

86. The concerns and
questions we have are: *

87. Success Rating The rating we would give at the moment
regarding our team’s chances of being
able to deliver the picture of success is:
______ / 10

88. The specific things we can do to maintain or improve the ratings are:*

89. This section has focused on:
Conclusion
This section has focused on:
The team’s story, strategy and road to success.
The team member’s responses to the story.
It will then be time to give people the chance to reflect and decide if they want to contribute towards achieving the goals.
This takes us to the next step.

90. Super Teams - Part Three Clarifying each person’s contribution
towards achieving the picture of success

91. Introduction
This section provides a framework that you can use to enable people to make their best contributions towards achieving the team’s goals. There are many models for making this happen. This approach encourages people to take the following steps.
To clarify their strengths.
To clarify how they can use their strengths to make their best contributions towards achieving the team’s picture of success.
To meet with their manager and make clear contracts about their agreed goals.
To then proactively keep people informed about their progress and to deliver their agreed contribution.

92. The following pages provide a set of exercises that can be sent to the team member before they meet with their manager to agree on their contribution.
The person can follow the instructions and then make clear working contracts.
As mentioned earlier, this framework follows the strengths approach. Later we will look at how the leader can co-ordinate people’s strengths to make sure all the tasks are completed.
Here is the section that can be sent to the team member ahead of the contracting meeting with their manager.

93. My Contribution Towards Achieving The Team’s Picture Of Success
The Team Member’s Pack
This pack to be sent to the team member two weeks before the planned meeting with their manager. They are then to send the relevant parts to their manager at least two days before the session.

94. Introduction
This pack invites you to do several things to prepare for the meeting with your manager where you will agree on your contribution towards achieving the team’s goals.
Some of these exercises you may only need to do occasionally, such as clarifying your strengths. Others you may do on an ongoing basis. The pack invites you to do the following things.
To clarify your strengths and your best contribution.
To agree on your contribution towards achieving the team’s goals.
To clarify how you will keep your manager informed about your
progress towards achieving the agreed goals.
Here are the exercises.

95. My
Strengths

96. Introduction
Peak performers do what they do best and do it brilliantly. They also find ways to manage the consequences of their weaknesses. This exercise invites you to do the following things.
Describe the deeply satisfying activities in which you deliver As.
These may be particular kinds of projects, tasks or other activities. Try to be as specific as possible and give concrete examples.
Describe the activities in which you deliver Bs and Cs.
The B activities are probably those that you can do reasonably well.
They are not your As, however, or maybe they were once but now you get bored doing them. The C activities are those in which you have little aptitude or desire to learn
(If you have previously done this exercise - and both you and your manager are fully aware of your strengths - you may simply move onto the second exercise.)

97. My Strengths The specific activities in which I deliver As, rather
than Bs or Cs, together with some examples are: 1)
For example: *

98. 2)
For example: *

99. 3)
For example: *

100. Bs. The specific activities in which I deliver Bs are:1)
For example: * 2)

101. Cs. The specific activities in which I deliver Cs are:1)
For example: * 2)

102. My Best Contribution
Towards Achieving
The Picture Of Success

103. Introduction
Bearing in mind the team’s picture of success and your strengths, this exercise invites you to describe the following things.
The specific results you aim to deliver towards achieving the team’s picture of success.
These aims should be written in outcome terms - such as the specific results you will deliver - rather than as a list of activities.
The specific benefits - to the various stakeholders - of delivering these results.
The specific things you will do to proactively update people about your progress towards achieving the results.

104. The specific support you would like to help you to achieve the results.
The specific early successes you will aim to deliver.
Complete these exercises up to and including the page Specific Early Successes and send these to your manager. You can then agree on your goals for the year.
After the meeting you can then complete the section in which you write your agreed goals for the year.

105. Some Background
We aim to build a strengths based team and co-ordinate these strengths to reach the goal.
We must, however, deliver the Scorecard. These are the mandatory things the team must deliver. This will sometimes mean everybody getting involved in doing great work and helping to do the other tasks.
We want to encourage you to build on your strengths, because you are then more likely to do great work. At the same time, however, it is your responsibility to manage the consequences of any weaknesses.
We want to manage by outcomes, rather than by tasks. Once the outcomes are agreed, we ask you to be accountable for delivering the goods. How you achieve this - providing your follow the organisation’s agreed principles - is up to you and your team.

106. My Specific Contribution
Bearing in mind the picture of success and
my strengths, the specific results I want to deliver towards achieving the team’s goals are:
1) To
For example:
- To

107. 2) To
For example:
- To

108. 3) To
For example:
- To

109. The Specific Benefits
The specific benefits of making this contribution - for the team, customers, colleagues and other stakeholders - will be:
1) To
For example:
2) To
3) To

110. The Specific Updates
The specific things I will do to proactively keep people informed
about the progress towards delivering the results will be:
1) To
For example:
2) To
3) To

111. The Specific Support
The specific support I would like to help me to achieve the goals, plus the support I will give to other people, is:
1) To
For example:
2) To
3) To

112. The Specific Early Successes
The specific early successes I will aim to deliver will be:
1) To
For example:
2) To
3) To

113. My Agreed Goals

114. Introduction
After clarifying your strengths you will then meet with your manager and agree on your goals.
When doing this, it is important to bear in mind the team’s picture of success and your strengths. You will then agree with your manager on your contribution towards achieving this picture of success.
Try to write your goals in outcome terms. Describe the actual things you will deliver, rather than a set of activities.
You can then keep referring back to these goals when having ongoing meetings with your manager.

115. After meeting with my manager, the agreed
specific results that I will aim to deliver are:
1) To
For example:
- To

116. 2) To
For example:
- To

117. 3) To
For example:
- To

118. My Progress Reports

119. Introduction
This section provides a framework you can use for meeting regularly with your manager.
Bearing in mind the results you aim to deliver, it invites you to do the following things.
Describe the specific outcomes you have agreed to deliver.
Describe the specific things you have delivered in the past month (or other time frame).
Describe the specific things you aim to deliver in the next month (or other time frame).
Describe any other things you would like to discuss in the meeting with your manager.

120. The Specific Goals The specific outcomes - the
results - I aim to deliver by … are:
1) To
For example:
2) To
3) To

121. The Past Month The specific things that I have delivered in the past
month towards achieving these goals have been:
1) To
For example:
2) To
3) To

122. The Next Month The specific things that I aim to deliver in the
month towards achieving these goals are:
1) To
For example:
2) To
3) To

123. The Summary The other things I would like to discuss - such as any
challenges I face, my plans for tackling these, any support
I need and any other topics I would like to explore - are :
1) To
2) To
3) To

124. The Super Team Co-ordinating people’s strengths
to achieve the picture of success

125. Introduction
There are many approaches to co-ordinating people’s strengths and achieving the goals. The keys are:
To ensure the team has a clear picture of success.
To encourage people to build on their strengths - whilst managing the consequences of any weaknesses - and make their best contributions to achieving the picture of success.
To ensure do superb work and deliver the picture of success.
Great co-ordinators often use the following questions to ensure that people can use their strengths whilst also making sure that all the tasks get done.

126. Co-ordinating People’s Strengths To Achieve The Goals
You can ask the following questions.
What are the team’s goals? What are the real results we want to achieve? What is the picture of success?
What are people’s strengths? What are the specific activities in which they deliver As rather than Bs or Cs?
How can co-ordinate people’s strengths to achieve the goals? How can we make sure that any remaining practical tasks get done? How can we make clear contracts about people’s contributions?
How can we make sure that people proactively keep others informed about their progress? How can we do whatever is required to achieve the picture of success?

127. The Super Team Keeping people informed about the team’s
progress towards achieving the picture of success

128. Introduction
Good leaders keep reminding people of the team’s story and goals.
One approach is to gather people together every month and update them on the following things.
The team’s picture of success.
The specific things the team has delivered in the past month towards achieving these goals.
The specific things the team aims to deliver in the next month towards achieving these goals
The specific other things that it may be useful for people to know about as the team works towards achieving the picture of success.
Here is a framework you can use for sharing these things. Plus answering any questions people may have.

129. The Picture Of Success The specific outcomes - the
results - we aim to deliver by … are:
1) To
For example:
2) To
3) To

130. The Past Month The specific things that we have delivered in the past
month towards achieving these goals have been:
1) To
For example:
2) To
3) To

131. The Next Month The specific things that we aim to deliver in the
month towards achieving these goals are:
1) To
For example:
2) To
3) To

132. The Other Things
The other things that it may be useful for you to know about
as we work towards achieving the picture of success are: 1) 2) 3)

133. Questions and Answers
We would now like to you reflect and then let us know any questions you have. We will try to answer these here or, if more appropriate, discuss these with you individually or in your small teams. So let us know your questions. 1) 2) 3)

134. Super Teams
Conclusion

135. Conclusion
There are many ways to build superb teams. This pack has provided some tools that you can use in your own way.
There are, of course, many dimensions to the themes that have been covered in the pack. You can discover more about the background and practical tools on the following website.
There is lots of material on the website. If you want to explore a particular theme further, it may therefore be best to contact me directly. You can reach me at the following address.
I will then do my best to answer any questions and help you to continue to build a super team.