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Creating High Performance Teams
Team Performance

Our unique team-performance model "The 7 C’s of High-Performing Teams" provides a systematic way of identifying the team performance strengths and challenges. Our teambuilding process begins with a performance assessment across the competencies below. The feedback report outlines the team development agenda for the following year.

We custom-design and facilitate experiential team development sessions focused on creating high performing teams. This builds alignment, cohesion, and critical team skills. The elements of this model below become the subject of coaching conversations for the leader and the team. Usually at a 6 or 12 month interval, a follow-up assessment provides measurement and narrative feedback regarding the amount of improvement.

The 7 C's of High-Performing Teams

Process for Building “High-Performance” Teams

In our consulting approach, we utilize these steps in designing the development process:

Performance Assessment
• The 7 C’s of High-Performance Teams
• Confidential Interviews and Anonymous Feedback
• Identify Team’s Strengths and Challenges
• Use as Criteria for Customized Workshop Design/Delivery
• Creates a 12 month Leadership Agenda

Executive Report of Findings
• Results/implications of The 7 C’s Performance Assessment
• Observations/Perspective by Consultant(s)
• Alignment/Ownership by Leadership on Performance Issues
• Review Specific Steps to Create High-Performance Team
• Name the Internal Process

Offsite Workshops
• Custom-Designed / Action-Learning / Experiential
• Vision/Mission/Strategy Alignment and Team Cohesion
• Leaders Lead Dialogue Sessions and Action Planning
• Development of High-Performance (7 C’s) Skills
• Real Time Solutions to Business Challenges
• Alignment – Organizational Values and Behaviors
• Personal Coaches as Learning Partners

Ongoing Leadership Development
• Leaders Transform from “Boss” to “Coach”
• 360° Feedback Report on Transformational Coaching Competencies
• One-On-One Individual Coaching
• Mini Survey – Quantifies Perceived Behavioral Change

Organizational Implementation
• Design/Application of Actions for Back at Work
• Ongoing Relationship Development – Trust/Openness
• Action Teams – Cross-Departmental Issues
• Internal Facilitators Take the Process Forward
• Internal Change Process has Separate Identity/Name


Place your mouse over each of 7 areas for more information >


If the course is sufficiently clear and supported, it provides context for and guides the team’s actions. A clear course is a necessary condition for strategic success. These components form an internal directional system: purpose, vision, mission, strategy, goals, priorities, and action plans.


Commitment is the unwavering choice to support the team and the team’s objectives with one’s best personal efforts. This quality establishes the necessary conditions for individual and team excellence. High performance requires clear roles, responsibilities, accountabilities, and the explicit individual and group agreements that empower people to risk action in the face of uncertainty.


High-performance communications are facilitated when information and learning is shared among people and teams. When it is effective, it facilitates forward action and positive results. If ineffective, it creates chaos. High-performance communication is clear, consistent, timely, thorough, clear, and focused on the strategic imperatives of the business.


Character refers to the defining qualities and values of the team which guide decisions concerning internal and external constituencies of the organization. The values and behaviors modeled by leadership establish the tone and expectations for the entire organization, making it a place in which people feel proud to work. High character in indicated by the degree of congruity of actual behaviors candled against espoused values.

Change & Creativity

Change and Creativity are the dual processes through which people and organizations continuously enhance their effectiveness. A compelling business case for change outlines the big picture, and continuous improvement processes provide process improvement technologies to improve systems. Savvy leaders follow an enlightened approach to leading change by directly addressing the issues that create fear, resistance, and sabotage of the change initiative. This process stimulates creativity and innovation, and resistance evaporates.


Teamwork in a high-performance organization is demonstrated by people’s willingness to form partnerships beyond simple "win/win" outcomes to create synergistic gains for the business. Internal politics, competition, and conflict inhibit the open sharing of breakthrough ideas that are needed to solve difficult business problems. Beyond common goals, skills for conflict resolution, trust building, and effective decision-making are needed to create the optimal environment of mutual support.


Transformational Coaching (as defined in The Heart of Coaching) is the art of empowering people to improve their effectiveness, in a way in which they feel helped. This process engages the huge untapped potential within people and organizations by focusing energy on key performance objectives. Coaching, as a key component of leadership, brings out the best in people.

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