Illustration of a two people dancing

Team Performance

Illustration of a two people dancing

Enabling individuals to develop trust, cohesion and high performance within and across teams and across organisations.
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​The workplace is changing. It’s increasingly characterised by rapid digitalisation, major demographic shifts and highly varied working patterns. As a result, teams have changed too. Membership is often fluid, hybrid working limits physical contact and teams are expected to operate across function and geographies.

Embracing these realities requires a fresh approach to team development that prioritises adaptability, creative communication, collaboration and faster, deeper trust.

Whether newly-formed or long established, from project teams to Executive Teams, our interventions are designed to develop the right structures, processes and skills for high performance.

What we do

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​Executive Teams: Plus

Members are simultaneously organisational and functional leaders. We help them create common purpose in the face of differing local priorities. Building trusting relationships and collaborative ways of working that optimize everyone’s contribution, and develop ‘one voice’ to the wider organisation and beyond.

Newly formed Teams: Plus

We help new teams establish common purpose, trusting relationships, and constructive ways of working, so that they can set the conditions for success from the start.

Teams in Crisis: Plus

We help teams diagnose what’s going wrong, respectfully and openly explore obstacles and find new and improved, ways of working.

Virtual Teams: Plus

We help teams see past ‘where’ people work and instead focus strategically on ‘how’ people work. Allowing teams to cut through ambiguity and sustain trust, communication and performance.

Rapid Teaming: Plus

We help teams that are operating in highly complex and continuously evolving environments to quickly establish trust. To enable robust systems, processes and communication practices.

Matrixed Teams: Plus

Where operating systems and structures are complex, we work with matrixed teams to collaborate and communicate across boundaries, identify and manage conflicting priorities, and unite behind shared organisational purpose.

So what sets us apart?

There are many team development providers out there. But we believe these four things give us the edge: ​​

We confront the paradoxes of teams head on: Plus

Teams are messy. They operate in a state of constant tension between conflicting priorities. Collaboration vs self-interest, flow vs friction, structure vs creativity. We confront these head on by giving individuals the tools to rapidly cut through noise, get comfortable with conflict, and focus on the things that matter.

We see teams as dynamic entities: Plus

Many solutions take a static ‘input-process-output’ approach to team performance. We prefer to see teams as dynamic entities that need flexibility and resilience built into their DNA. Enabling them to adapt to anticipated and unexpected external change.

We forge connection, before delivering content: Plus

We know that a critical factor of success for high performing teams is their ability to create and sustain psychological safety. That’s why our programmes focus on building robust authentic relationships as early as possible. So individuals feel safe to experiment, challenge each other, fail safely and evolve quickly.

We empower teams to fail fast and learn faster: Plus

High-performing teams don’t fear failure – they embrace it. We push teams to experiment, learn from their mistakes, and iterate at speed. The faster they fail, the faster they grow. It’s not about getting everything right – it’s about getting better, faster, and more aligned with the challenges ahead.

Workshops our clients choose time and again

Designed to be practical, engaging and tailored to context.

Our full catalogue is available by emailing enquiries@berkshire.co.uk.

  • Leading high performing teams

    Leading a high-performing team requires more than managing delivery – it involves creating the conditions where people can collaborate, adapt and perform at their best.

    Through practical discussion and reflection, learners will explore best practice in team leadership, including Hawkins’ High-Performing Teams model. The session focuses on leading purpose-driven teams, building stakeholder relationships, shaping team culture and encouraging innovation and fresh thinking. By the end of the workshop, learners will have greater confidence in developing their own leadership approach to maximise team performance.

    A recent report found that leadership style accounts for 45% of the variance in team innovation and performance1. This workshop explores how leaders can create clarity, alignment and team cultures that drive sustained high performance.

    *AL-GHAZALI, B.M., 2024. Inclusive leadership and team innovation performance: The mediating roles of psychological safety and team voice behaviour. Frontiers in Psychology, 15, pp. 1-14
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  • Remote working

    Remote working has become a core part of modern organisations, yet many individuals find it challenging to stay connected, communicate effectively and maintain impact when working at a distance. Research shows that 29% of remote workers cite communication gaps as their biggest challenge, while many organisations report collaboration has become harder in remote settings.

    This interactive workshop explores how individuals can take ownership of their role within a remote team to work effectively and stay connected. Through practical activities and discussion, learners will explore their personal workstyle, build trust and accountability at a distance, and develop routines that support clear communication and team engagement. By the end of the session, learners will be better equipped to contribute confidently and effectively within a remote or hybrid team.

    29% of remote workers cite communication gaps as their biggest challenge, while many organisations report collaboration has become harder in remote settings.

    *Neat, 2025. The State of Remote Work: 2025 Statistics
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  • Building trust

    Trust is a critical foundation for effective teamwork, yet it is often fragile, inconsistent or overlooked in day-to-day interactions. When trust is low, communication becomes guarded, collaboration breaks down and team performance suffers. This workshop explores how individuals at all levels can actively contribute to building trust and strengthening relationships across teams.

    Through practical activities and reflection, learners will explore the drivers of trust, including personal values, credibility and openness. Using frameworks such as the Trust Equation, the session will provide tools for assessing and strengthening workplace relationships, alongside techniques for giving feedback and appropriate self-disclosure. By the end of the workshop, learners will be better equipped to build and sustain high-trust, high-performing working relationships.

    64% of employees say trust has a direct impact on their sense of belonging at work, and 68% say low trust hurts their productivity.

    *2021 Trust in the Workplace, The Workforce Institute
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    Our Impact

    All Case Studies
    • Team Performance

      Strengthening leadership teams to drive measurable improvements across the Prison Service

      National Offender Management Service (NOMS) / Ministry of Justice (MoJ)

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