Characteristics of a Delta Team

Characteristics of a Delta Team



High functioning, connected and engaged

Teams are the life blood of organisational success. Made up of many individuals, the interactions between team members has a significant bearing on the success of the team, and of cause the organisation. 

Team members assume roles as part of the greater whole, those roles have tasks that are interdependent to the relationships around them. So what happens when the team is not working like a well-oiled machine? 

Imagine this – Team A

  • People do not acknowledge each other when they walk in and say good morning, or goodbye at the end of the day
  • Meetings or conversations are more focused on the pings that their phones generate than what is being said by others
  • There is a clear operation of silos, limited understanding across teams/disciplines and therefore disconnect in action
  • Gossip and drama are regular in conversation
  • Support for each other is less likely if it means change
  • People don’t speak up because they believe it’s a waste of time.

Their performance is challenged, relationships are strained and their ability to adapt is lacking.

When we look at the current and future work environments building trusting and respectful relationships is critical. Not just to get work done but to truly understand the purpose behind the work and who/how/where to get things done. 

What happens in teams that are working interdependently, that are engaging with the colleagues and performing?

Imagine this – Delta team

  • You say hello or goodbye and others respond.
  • They listen to each other – when you speak others listen, and they get curious to understand what you are saying. Collaboration is strong.
  • They care about each other; they are socially and emotionally aware of what is happening and how they can assist.
  • There is no place for drama – gossip and drama are ‘no go’ zone. Conversation is constructive and focused.
  • Team members value and respect each other, which shows in the way they interact.
  • Learning is a consistent process, with reflection and discussion about how it has worked/not worked with a focus of continuous improvement.
  • Feedback is fundamental to the team function and its reciprocal and respected.

Delta Team is productive, powerful and engaged. Committed to a shared vision, members of a Delta Team contribute the best of what they have to offer, every day, for the benefit of all.  

They are a well-oiled machine!

Research shows that emotional intelligence is at the centre of successful team operations. Studies have found that teams with greater emotional intelligence are high functioning………they also have greater ability to adapt, and understand each other’s emotional expressions and link that to performance. Team members have a sense of belonging and therefore a sense of motivation to contribute. 

Where is your team? 

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A daily practice for leadership success

A daily practice for leadership success


Reflection – learn and let go!

It’s the end of the working day. It has been a busy, productive and challenging day all in one. All you want to do it leave the office and get home or if you are like me get changed and tackle a physical exercise challenge to let go of the day’s events.
The emotions and thoughts that you have experienced throughout the day have taken their toll of you. You are feeling drained, tired, like that bar of chocolate it the fridge is going to be your best friend, like a shower would help wash away the day that has been.
The day that ‘has been’……………This is your point to ‘Learn and let go’.
The day has occurred, it’s now in the past, however there is so much that you could learn from such days and let go. No dragging this with you into future days.
Reflect on the day that was with your own reflective practice. It could be going out and exercising, running the events of the day through your mind, and reflecting on the situation more clearly than when the event occurred. It could be debriefing with your significant other at home. It could be a ‘Reflection Journal’.
A reflective practice has so many benefits, including enabling you to let go of the day and enjoy those many other important elements in life. It supports you with your values-based leadership practice, understanding your values and ensuring they are being met, if not what are you doing to nourish yourself to success.
Such a practice is a way of reflecting on the events of the day, how you reacted, how others reacted, then step out of your shoes into an observer position and ask yourself.
  • What worked well?
  • What improvements can I make?
  • What have I learnt from this?
  • What do I wish to take forward with me into tomorrow and the future
  • What do I forgive myself for and let go here and now?
By using a ‘Reflection Journal’ you get to capture your day in words, reflect on those words – how do they resonate with you now? – and then write out your goals/tasks to support you to make the changes that you wish make as well as highlight your learnings.
Reflection is not just an image in a mirror or a pond of water, it is a practice to grow and nourish yourself to success. It is a way to learn and let go!

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Create lasting habits

Create lasting habits


Practice, practice, practice

You set yourself a new year resolution, to exercise more, move more. You use to do it all the time and it was a great way for you to reflect and let go of what was weighing heavy on your mind. You had a daily practice that supported your health, wellbeing as well as clarity of thought and action in your leadership role.


Currently you are not exercising much, your habit of daily exercise has not been occurring for a while, you are feeling sluggish, your mind is foggy, your stress levels are a little high and your resilience is not as springy as it use to be.


My first two questions to you would be:

1. When did you stop moving? and

2. What was happening at that time for you?


When you ‘use to’ do something routinely, it was a well formed habit. There has to be a defining moment that generated the change for you to the habit.

Was it a change in job, work hours, health or something else?


Getting clear on what may have been the trigger is a great starting point for you to understand how to recreate this habit, and swish away the habit you no longer want.


Habits are defined by you. You teach yourself to have them so you can teach yourself to change them, creating the habit you want.


Habits play a critical role in your leadership success, whether it is a habit of being organised, punctual, setting boundaries, healthy eating to fuel the mind and body or exercise to help with stress management, each habit has an intrinsic value to you and your leadership practice. Knowing this will help you create the habits that you want and need.


To get clear on your desired state, the habit that you want to create, you to need to understand what is behind the habit you use to have and where you are now.


What does it look like for you when in full swing?


How will the habit benefit you?


How will you enact your new habit?


Make the commitment, set the intention and take action. Whenever you are developing a new skills, new habit, the magic is in the action.


Practice, practice, practice.


Habits can become unconscious actions, become part of you and your daily activities.


Now that you have clarity on your habit, what it looks like in action and what it gives you – put it into action.

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Values-Based Leadership is not just an organisational buzz phrase

Values-Based Leadership is not just an organisational buzz phrase.


Lead self to lead others

Values – based leadership is usually associated with organisational leadership practice; what about as an individual leadership practice.

Values are filters in our life, they are what we hold important to us, they influence our decision making, our actions and how we go about life.

They are  your inner guidance, your rules, your principles.

As an individual leader your values will play a part in how you operate as a leader individually as well as in an organisation and it is valuable to understand your personal values and how they influence you and your professional situation.

Knowing your own personal values, supports you to lead through your values, supporting you to achieve your own purpose in life. When we operate outside our values, we can have a sense of not fitting in, misalignment, like something doesn’t fit.

Your values are not being met, and we are depleting ourselves!

To operate from a foundation of values you need a clear understanding of your values, what they mean to you and how they can be met. Values drive your behave, which relates to your actions, which in turn relates to how your interact with others and add value to any given situation.

Just like in an organisation, leading through your values creates a culture around your approach to leadership, leading self and leading others.

To lead self, you need to understand what nourishes you and what depletes you as a person and a leader. You need to understand your values. What are your non-negotiables as a person, the things that are a must in your life to achieve wholeness, achieve your goals.

Ask yourself this question, and respond with one or two word answers – What is most important to you?

By answering this question you are starting to discover what drives you and the way you operate, how you filter information, you are starting to discover your values.

Values are with you from the time you are born, and for many early years influenced by your parents. As you start to grow and mature your values change and start to align with you as an individual. Yes you may keep some of those that you were brought up with, some may change, some may have different meaning to you now. Values are a solid life foundation.

In knowing your own values, how they are met and how that influence your way of operating as a leader, gives you a flying start to developing your Values-Based leadership approach, for self and organisation.

4 steps to lead-self with values based-leadership

  1. Self-reflection
    • A true leader must have the ability and strength to look within; be open to what may need improving; celebrate what is working and understand the impact of this. In being able to reflect you are empowering yourself to truly understanding who you are, your values and how you can have them met.

   2. Curiosity to understand

    • The more you seek to understand, the more information you have to see the situation from differing views, therefore consider all elements and support sound decision making. When you are being true to your values, you are more likely to be curious (verse defensive) to understand and achieve the best possible outcome for those involved.

   3. Personal power (confidence in self)

    • Confidence in self is critical to being a leader. The more confidence you have the more action you take. Confidence stems from knowing yourself and enacting where things need to change; its being comfortable to stand up for yourself and those around you, its being comfortable to stand up for what is important to you – your values.

   4. Authenticity

    • Being true to yourself, and living your values is being authentic to you. If you do not know your values, how can you be authentic and true to self. This in turns supports you to build strong trustworthy relationships with others, people know what they are getting and feel they are dealing with a genuine person.


Discover your values and how they make you a better leader for self and others.


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