Close the interaction gap

Close the Interaction Gap

It is a team’s daily interactions that determine the ultimate success of the execution of a strategy. Our experience suggests that teams that succeed over the long term learn that they have to navigate through an integration of what the authors label as fun, mundane and tricky approaches.

The fun work provides the team with opportunities to learn more about themselves and how the team functions. These learning experiences are typically very enjoyable.

The mundane work is about the hard work it takes to develop new team capabilities and norms (a norm is basically a team habit).

Once the team has grown through the fun and mundane “stuff”, dealing with the “tricky stuff” is possible. The team has learned to be non-defensive. Giving and receiving honest feedback is possible. The team understands that it’s what’s right, not who’s right that counts.

Learning to close interaction gaps is like greasing the cogs in a gear: it makes the whole assembly run smoothly. You’ll see improvements in everything from communication and decisions to alignment and group dynamics.

“ It used to be said that 90% of strategy is execution. In today’s fast-moving, complex organizations, 90% of execution is interaction. Getting your team pulling in the same direction at the same time is the corporate challenge of the age. Max Isaac and Anton McBurnie are masters at helping organizations identify and close the interaction gaps, applying their real-world experience to knit strategy and implementation together. I’ve applied their methods. They work. ”
– Edward Greenspon, Former Editor-in-Chief, The Globe and Mail.

Any questions? We’d love to chat.

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Lindsay Lalla

Lindsay Lalla is the VP of Marketing and Client Support for Belbin North America. Most recently, she has been spearheading the introduction of the Belbin Team Role methodology into North America. Lindsay is a skilled facilitator, and also runs the Belbin Accreditation classes where she certifies others in the Belbin method.
Lindsay’s formal education is in instruction and performance. Combined with her 17 years of adult education experience, she brings a depth of understanding in how to deliver the highly experiential workshops that are a hallmark of the Belbin North America approach to education and organizational development.

Patrick Ballin

Patrick offers more than 25 years of experience with some of the most successful businesses in Europe as a consultant, change manager and executive coach.

He has helped many well-known organisations to get their ideas and projects off the ground by working with business leaders and their teams to optimise interaction, strategy and execution.
Patrick was Global Head of Supply Chain and Logistics Development for The Body Shop, an international retailer of ethical health and beauty products, and managed its change programme across 52 countries. In 2009, he set up the national redundancy coaching service, Rework, for the UK industry charity, Retail Trust. Patrick spent his earlier career with ACWL Group, one of the pioneering UK Apple Centres, where he was a divisional Director.
He holds an MA in Natural Sciences from the University of Cambridge, is a Visiting Lecturer for Brighton Business School, a Fellow of the RSA and coach for social enterprise incubator On Purpose.

Max Isaac

Max is the CEO of 3Circle Partners. He brings a depth of knowledge and experience from his career in general management and consulting in North America, England, Europe and Asia.
Max has assisted CEOs and senior leaders within client organizations with the design and implementation of Interaction Planning processes, team based organizational development programs and Lean Six Sigma initiatives.
Prior to moving into the field of organizational development, Max was the CFO for the Retail Division within The Molson’s Organization, where he took a lead role in growing the business to over $1 billion in revenues, doubling its size in four years through acquisitions and internal growth.
Max is co-author of Close The Interaction Gap, The Third Circle – Interactions That Drive Results, Setting Teams Up for Success and A Guide to Team Roles. He is also the contributing author of the Organizational Change sections of Mike George’s books Lean Six Sigma published in May 2002 and Lean Six Sigma for Service published in June 2003. Max is a registered CPA, CA in Canada. His undergraduate degree was earned at Witwatersrand University, South Africa.