Global Top Team Assessment: What We’ve Learned So Far

We developed the Global Team Assessment (GT2A) in response to the demand for a way to measure a global and/or virtual Team’s effectiveness, and to drive dialogue around the key leverage points for improvement. The GT2A was based on our Top Teaming Assessment, which we have used with leadership and management for the past 4 years. It has been highly acclaimed, but not widely known, as we wanted to learn more about the results and sustainable impact it had as part of a leadership’s team development and the role of team coaching in that evolution.

We currently have utilized the GT2A with over 50 global/virtual teams across multiple industries as part of a facilitated dialogue within the team about how they get even better in response to the rapidly evolving business world in which they live. The reviews have been great. Teams see this diagnostic as actionable, relevant and impactful, and very tied into their leadership development and executive coaching work.

What we’ve learned so far:

  •  100% of teams we’ve worked with state that they need to be more interdependent as a team. This is true for very good teams, those who are still developing, and surprisingly, for those teams that operate in more of a portfolio business.
  • They all get The Now, The New, and the Next as a way to think about team accountabilities and development.
  • There is always major discussion about their strategy – whether it is clear, actionable and well communicated.
  • Every team takes significant time to define or re-define “What they are FOR as a team?” and “What kind of team they need to be?”
  • There are often issues around “trust over peace” – how candid are they? What is their level of trust? How often do they really talk about things other than ops and performance? And how well do they utilize the Collective Intelligence of the Team?
  • We utilize an “Energy Audit” which compares where they actually spend their time and focus against where they ideally should spend their energy. And almost always, their data indicates they want to spend less time on operations and more time on strategy, customer focus and development. What are the implications of this? Teams understand, and re-iterate, that the ability to execute earns them a seat at the strategy table.
  •  They are always committed to being better leaders. They absolutely, always believe that “what got them here won’t get them there.” They always say that they do not spend enough time developing as a Team.

Every facilitation of this assessment has been fascinating, challenging, and value-added. Teams use the GT2A as a baseline and often come back to it in 6 to 9 months to track improvement on the 3-5 things they commit to work on together and how they operate overall as a leadership team. They know that you know them well after this. And it fully allows us to coach in deeper context, thus creating even more value for them.

In subsequent blogs, we’ll be showing more trends, and talking more directly about the keys in working with virtual and global teams. In the meanwhile, please contact us if you want to learn more about the Global Top Teaming Assessment and our upcoming certifications.


Lawrence Levin PhD
Founder & President
The Levin Group LLC
+1 404 377 9408
[email protected]

“It is the in the constant journey of leaaders and the learning that occurs through dialogue and correction that great teams get it mostly right”

Author: Top Teaming: A Roadmap for Leadership Teams Navigating the Now, the New, and the Next
Contributing Author: Coaching for Leadership 3rdEdition: Writings on Leadership from the World’s Greatest Coaches

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