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What are some example use cases of a Teylu?

Spending time with peers

Jo is the Managing Director at a small manufacturing business.

Jo is keen to explore what other opportunities and issues people are facing and how they might navigate them together.

She is keen to hear how people have attempted to maintain the feel of a small organisation as they grew into something larger.

A Teylu will enable Jo to meet regularly with peers in a similar role, new and experienced, to explore some topics that they can all contribute to.

Becoming a better employer

Matt is the Chief Operating Officer of a medium sized legal firm.

Matt is keen to explore how their business can become less bureaucratic and purpose led.

They are losing a lot of talent, Junior and Senior, who no longer have any desire to be part of an inflexible, impersonal corporate machine.

A Teylu will provide Matt with a place to discover what low hanging fruit his firm can implement to start building some healthy momentum.

Finding ideas to pursue

Jenny is Head of Performance at a multinational retail business.

Jenny has been tasked with seeking out new initiatives the business can fund to improve their overall performance and impact.

They believe there is a huge resource of ideas and missed information that is going untapped because of a lack of meaningful discussion.

A Teylu will provide a format for intentionally gathering people together.

More examples

Any small meeting of people who want a more open dialogue and to pursue a common purpose can turn into a Teylu. The ideas are limitless, but here are some more scenarios where a Teylu would work well:

  • To break larger teams into smaller support groups.
  • To improve remote team relationships and dynamics.
  • To nurture cross-functional relationships.
  • To build understanding across a supply chain.
  • To learn perspectives across diverse groups of people.
  • To share support and ideas between people in different companies but similar roles.
  • To generate support and traction around a particular idea.
  • To reimagine a particular organisational function.
  • To train people in a particular (set of) skills.
  • To enable co-mentorship amongst a number of people.
  • To provide a space for fellow Senior Leaders to share their burdens.
  • To explore trending issues.
  • To explore the overlap between spirituality and a particular issue.
  • To share in the joy of a particular passion.
  • To grow relationships within a geographic context.
  • To reconcile broken stakeholder relationships.
  • To build a community.
  • To connect colleagues going through similar personal challenges (e.g. bereavement).
  • To facilitate a merger or acquisition.
  • To (re)discover an organisation’s identity.
  • To shift between organisational life phases: e.g. startup to growth mode.
  • To maintain high performance once it has arrived.
  • To build relationships in a new market.
  • To integrate students into a learning community.
  • To create follow-on from a course or conference.
  • To address emotional well-being concerns.
  • To onboard new employees.
  • To transition employees.
  • To strengthen alumni relationships
  • To build structure and depth into a social group (e.g. a book club).
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  1. John Featherby

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