Screenshot 2024-07-01 at 17.34.44
Writer & web editor: Jan P. Hagberg. / Technically responsible: Aleksander Kristian Weseth

SGL-Results

Pages 6-10

Jan Petrus Hagberg; SGL-Results is based on continuous improvement and Total Quality Management (TQM). The key elements are knowledge and self-awareness regarding one’s “chess role” and our innate qualities and temperament in relation to group dynamics and collaboration in ambitious teams.
Personally, I have been described as the perpetual patrol leader, a trait stemming from my time as a scout leader in the YMCA. This reflects my fundamental belief in the group as the most important resource in any development work. A group’s strength and outcomes will always surpass those of the strongest and most intelligent individual within it—this is simply a fact, – here illustrated with the sculpture from “Vigeland Park”, Oslo.

Therefore, the process of achieving flow and optimal results is vital for teams with high ambitions.
In the following, we will explore the necessary interplay between group profiles, group chemistry, group environment, and the group process on the path to becoming the ultimate winning team.
Along the way, you are invited to assess the current state we describe with the status of your own group or organization. –  After all, we know: “Not all knowledge leads to change, but no change happens without recognition!”

Our experience is:
“Show me your team, and I’ll tell you whom you are … “

Secret: 6 –
Our Strengths and Shadows

  • LESSON 6,1 – Increases awareness of your own behavior by using chess pieces as symbols for different personal roles.

  • LESSON 6,2 -Highlight the challenges of belonging to a pseudo team with different disciplines and tasks without particular interest in interfaces and joint improvements.

  • LESSON 6,3 – Provides concrete examples of “Roles People Play” and, if possible, find your own code/role on the chessboard.

Secret: 7-
Reflecting Reality

  • LESSON 7,1 – Give you the key to understand why you like some people and dislike others.

  • LESSON 7,2 – Explain why working groups that mostly function as payroll offices for a group of employees, require simpler work tasks.

  • LESSON 7,3 – Provide concrete examples of good and bad leadership teams, based on personal chemistry and SGL analysis.

Secret 8 –
The Interaction Between Actions and Value Creation

  • LESSON 8,1 – Raises awareness of the interaction between values and actions, as well as the differences between concept pairs like goal achievement vs. value creation / subject knowledge vs. competence /” and equality vs. equity.

  • LESSON 8,2 – Shows how tasks, – influence both the level of communication and work processes, in a potensial team.

  • LESSON 8,3 – Demonstrate concrete examples (TTT) of the connection between the working environment and value creation.

Secret 9 – Change and Resistance building a winner team.

  • LESSON 9,1 – Increases awareness of the shift from line and matrix organizations to the network culture of knowledge management, with home offices and chat platforms.

  • LESSON 9,2 – Demonstrates how the need for mentoring and coaching increases in parallel with the rise of network-based organizations.

  • LESSON 9,3 – Offers a concrete introduction to the five steps for develop a Real Team to the next level.

Secrets:10 –
The Winning Team as a Project Team

  • LESSON 10,1 – Increases awareness of the project’s KPI`s (Key Performance Indicators) which belongs to the Project Charter.

  • LESSON 10,2 – Explains why winning teams are essential for project success.

  • LESSON 10,3 – Provides concrete examples of leadership and organization within Winning teams.

SGL-Values / Following along

Secrets: 11- 15 guides us to our inner world of images, feelings, experiences and ideas that characterize our external actions and lives every single day and every single moment. – Interested?