Accelerating Teams

Improving teams to enhance performance

Assessing and improving the health of teams

Teams are what drive an organization, and our research shows that accelerating teams deliver the best results. Heidrick & Struggles research found that accelerating teams delivers 22.8% greater economic impact than derailing teams.

A number of factors can prevent teams from delivering maximum value: inflexibility, unclear goals and accountability, and micromanagement are among the most damaging ones.

The Heidrick & Struggles Team Accelerator Questionnaire (TAQ) provides an understanding of where your teams stand and the areas needing improvement to accelerate performance. Armed with insights from the assessment tool and understanding of the drive factors associated with accelerating teams, you can ensure your teams are operating at peak performance.

This brief interactive self-assessment provides a snapshot of your company's ability to accelerate the performance of your teams—as well as your strategy, organization, and leaders. Click here to begin your assessment.

Knowledge Center

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Boards increasingly recognize the importance of addressing environmental, social, and governance concerns to ensure long-term success. But they may be overlooking crucial matters of talent that can help to optimize their efforts.
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How to tell if you have a dysfunctional team

Poor execution, an inability to effect change, and a lack of agility could be derailing your team’s performance.
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Lacking innovation? Groupthink may be to blame

Six tips can help teams avoid groupthink, which impedes unconventional thinking and prevents team members from productively challenging their own ideas.
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Team Acceleration Questionnaire

The Team Acceleration Questionnaire (TAQ) is the most empirically robust assessment tool available for the measurement of team performance. The questionnaire can be completed online in less than 20 minutes by the members of, and critical players around the team. The TAQ can be used to:

Assess a team and provide accurate input to the team leader to help improve its performance

Understand how the profiles of teams may differ across large organizations and pinpoint the actions required to make all teams perform to their peak level

Engage team members in an acceleration journey that goes beyond the team leader to capture the energy an talents of a wider group of colleagues.

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Sharon Toye

Meet Our Leadership

Sharon Toye Partner

Sharon Toye is partner in Heidrick & Struggles’ London office and a member of Heidrick Consulting. An organization development expert, qualified psychotherapist, and a highly skilled consultant, she has more than 20 years of experience as an executive and top-team coach. She brings a depth of psychological understanding and rigor to behavioral and mind-set change.

Prior to joining Heidrick & Struggles, Sharon founded and served as a director of Co Company, an organizational development consulting firm acquired by Heidrick & Struggles in 2015. Previously, Sharon was a leader in Accenture’s change management practice in both New York and London.

Sharon has led many high-profile projects, having:

  • Transformed the ability of leaders in a global wealth management and investment bank to embed behaviors and mind-sets for greater challenge and collaboration.

  • Delivered a shift in the leadership behaviors of the top 600 leaders in a global telecoms provider to enable the targeted growth culture through the combination of individual and team coaching with leadership development

  • Increased the performance and health of a global auto manufacturer through coaching of the top team and the HR leadership team and by developing the top 170 as change agents and role models of the required nimble and accountable culture

  • Supported the top teams of PE-backed market leaders, including a global payments business, to deliver immediate performance targets while transforming the organization to stay ahead of the market

  • Supported the top teams of PE-backed market leaders, including a global payments business, to deliver immediate performance targets while transforming the organization to stay ahead of the market

  • Built senior leadership capability and strengthened the talent pipeline of a global value- added engineering company through the provision of a top 80 leadership development program and cascaded middle manager program

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