teams UK

Team work is about direction and trust

Rogare helps to discover the power of team work

We are all familiar with the experience of being part of a team that is in complete flow. The feeling that you can concur the world. Do you want that more often? Where is the key to that flow? It is not in structures or procedures, but in trust and connection.

We are all convinced that teams could develop into "high-performance teams" more often. How? It requires leadership from all, clarity and direction. More importantly, it requires trust in each other, in each other’s qualities, each other’s intentions. Everybody's expectations should be clear and known to others. And then there are the questions that each team member has to ask himself or herself. What am I doing here? What do I want to learn and experience? To what extent am I prepared to set aside my ego for the sake of our collective cause?

Our team development approach


When we are asked to work with a team, our first question is: what is the occasion? And what would you like to accomplish? Is it about a newly created department, about internal problems or conflicts within a team, about a new project the team has embarked on, or does the team want to improve its performance or collaboration?

1. Meet It all starts with trust

Working together is about trust and direction. That means that we, customer and coach, will have to get to know each other a little better. Only when some trust has been established, when we start to understand each other and get the feeling that we "will both learn and be challenged", only then will you choose to work with us, and we will choose to work with you.

2. Listen working based on a question

Together we will define the desired change. What do you want to achieve? When? What will this change sound or look like? What do you want others to think, feel, say and do? When will you be satisfied? The result must be good, but what does 'good' look like?


Based on this dialogue will we propose an approach. A series of workshops, a large scale event, a training, a meeting or encounter, a book or a video.

3. Inspire through a variety in methods creativity will be stimulated

And then we will go on a journey together. We bring our knowledge and experience in process management, personal leadership, servant leadership and team development. You bring your experiences, your vision and ambition, your qualities and peculiarities. We will challenge you to look through different eyes, to look and feel differently, to allow yourself to be surprised. And on our way we will stop regularly and take time to check how we're doing, in terms of our expectations, our attitude, our behaviour and our cooperation.


We will offer a mix of various methods, exercises, theories, reflection, personal stories and practical cases to stimulate you and your team to explore new paths and experience how that is. We will go through the basics of team development and motivation, expectations management and communication, listening and learning.


Our behaviour during this process and the way we work will show you how things can be done differently. Role modelling is an important element in our way of working and in your leadership.

You'll get an impression of our approach and the impact on participants by watching this video. 



4. Reflect the future manifests itself in silence

Going through change can feel uncomfortable. You need time to process new insights, feelings and experiences, and get used to them. We will stimulate you to take time for reflection at regular intervals during the training process and certainly at the end of it. This reflection will take place individually, as a team and together with your customers or business partners.


Below some references to teams that have worked with us.


Through 'storming'

A research and development division of a large technology company exists by its project-focuced way of working. Projects are executed in ever changing teams of specialists. Together with others coaches Hans the teams that want to set a positive step in their development. The reasons for asking for coaching differ per case from start-up (as a new team we face a challenging assignment and want to make a good start'), through boost ('our performance is 'ok', but we feel that our collaboration can be improved') to wake-up ('irritation and conflict negatively influence the performance of our team, something needs to be done'). With our Core Skills training we learn participants to balance their attention to Context, Relations and Process next to Content, and guides the team through the different stages of team development. The result is an opener, happier and more effective team, that contributes to a more flexible and agile organisation. 

To a higher level

I got to know and certainly also experience Hans as a coach/consultant with a clear vision on handling people, on the communication between them and on personal development.
He applies this in practice in an unorthodox and unique way: firm and pure. The training sessions Hans organized for our colleagues in 2007 and 2008 as part of our cultural change process have raised our entire company (about 60 people in those days) to a higher level.
An extraordinary achievement, all the more so because it has produced sustainable change from which we (130 people) still reap the benefits today. An excellent job!

[In 2013 and 2014 the training program was repeated as a refresh and to bring newly hired people up to speed.]


René Timmermans

Managing director - Pulse Business Solutions

Essential contribution to cultural change

I have had the pleasure of working with Hans Veenman for over four years in different areas within AkzoNobel. In our worldwide Core Skills training sessions, we trained more than 300 staff from within my team. Hans is a master in asking the right questions, letting you discover what's important and how to visualise success. He will guide you to the options to get there (often creative), and how to translate those into concrete steps. For all layers of my team including myself, this has been of great value to our efforts to improve our self-reflection, effectiveness and focus. Hans Veenman has made an essential contribution to cultural change within AkzoNobel's IT function. 


Pieter Schoehuijs 

Chief Information Officer - AkzoNobel