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    Mission statements are usually an issue at the organisational level. It is interesting, however, to consider the mission of your team. A mission reflects the reason for your team’s existence: it answers the question ‘What is our purpose as a team?’ A mission statement expresses the purpose of the team briefly and concisely. It summarises what the team wants and represents. Nevertheless, a group or organisation’s mission statement often appears to be nothing more than a paper tiger. But people have an implicit or explicit need to feel useful and want to make a meaningful contribution to a larger whole.

    An inspiring, shared mission can help to satisfy that need. We have seen teams with inspiring missions perform well despite extensive time pressure and insufficient resources, energising the team members. A strongly shared mission provides direction and commitment. People are better motivated as a result and are willing to look beyond any differences of opinion; the real importance is a greater good. A great mission 
    also provides commonality and combines forces. It can also serve as a way of communicating with a team’s environment.


    Here are some questions to help determine the team’s mission:
    • Who are we?
    • What do we represent?
    • What is our purpose?
    • What are our ideals in the work we do?
    • What are our core values and basic principles?
    • How do these relate to the core values and basic
    principles of the organisation to which we belong?

    Read the chapter about 
    "The hard aspects of a team" online.

    Source "Improving Teams"
    by Uitgeverij Thema. 


    Leg 2 Cape Town - Abu Dhabi


    How people do get along is of course very important, because if the match isn’t there, it doesn’t matter how talented they are, you will never be able to get the best out of the team. You just have to trust your crew and sometimes give them directions to make them even better.

    Bouwe Bekking (Team Brunel) and Anje-Marijcke van Boxtel (Schouten Global) about "Creating High Performing Teams"

    A successful team will have experienced abrasion. And will preferably have done so in training, rather than when performing under high pressure on the boat, during the race.

    Anje-Marijcke van Boxtel, Schouten Global, coach Team Brunel

    Keystone behaviours by


    With daily pressure on targets and results, most managers focus on managing performance and solving problems. Coaching skills enrich your management skills and enable you to bring out the best in others. Leading to sustainable change and a greater contribution to improved business results.

    Read more


    Leading your team towards high performance requires you to understand and balance formal and informal team aspects. You will gain insight into how teams work and how your behaviour can enhance collaboration and commitment.

    Read more


    Authentic leaders show vision and strength and lead by example. You will gain more insight into your role, comfort zones, styles of behaviour and the effect they have on those around you.

    Read more


    The Volvo Ocean Race consists of 9 legs that are relevant for tying into Schouten’s communication. Each leg goes to a different country. .

    We will focus on a content theme in each leg, based on Schouten Global’s services. In fact, we select the ‘gauges’ among our products to highlight the similarities between daily practice in businesses and the developments of Bouwe and his team. And of course to clarify Schouten Global’s role in this process. 

    Leg 2/9 Cape Town - Abu Dhabi
    Creating Teams
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