What separates high performing from broken teams in our new Coronavirus reality is the ability of team members to engage and support each other and to co-create their new reality - as opposed to just being victims and retreating into the old ways of doing things.
Team members may need to develop a specific mindset and specific competencies to succeed with this. However, the last thing they need right now is a ‘trainer’ coming in to tell them what to do. What is the alternative? We believe it is a shared sense-making, visioning and development process that is mostly guided by the team. |
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Decision Dynamics Assessment for Team DevelopmentHow we work with the AssessmentWe can use our Decision Dynamics Assessment to assess the members of your leadership team - comparing their scores both to their own team profile (chart C) and the benchmark report of the 20% best performers on their level (Chart B). Insights about misalignment will drive development discussions. The team will also receive an aggregate report that features the different leadership styles of the team members (chart A).
Based on these data, the team will be able to engage in dialogue about diversity, group dynamics, possible tensions, strengths and development areas of the team. They will also be able to compare their own style preferences with clients and suppliers, and hence improve their stakeholder management. Sample Chart A: Team Profile, Leadership Style of four Team membersObservations for the team debrief: What are the strengths and blind spots of this team?
Based on the Team Profile, team members have very different profiles. Tom and Carl are very action oriented, Anna, Carl and Sintje are strategic. Tom and Anna are highly flexible, they like to work in a trial-and error mode and can adapt to changing situations quickly. Anna also can provide some good strategic thinking. These different profiles may cause tensions in the team: Tom may consider Anna and Sintje slow, theoretical and wordy. Carl and Anna may be able to 'bridge' in team conflicts, as they are also rather action oriented or flexible in their approach. Team members have different strengths that they can add to the team - Tom will be the crisis manager who can take quick action to react to changed circumstances. He will also be able to manage stakeholders who like quick, powerful action. The others will give his decisions more depth, ask the right questions and plan more long term. They will be respected by stakeholders and clients who look for quality and think long-term. |
Sample Chart D: Different work styles may create team tension and/or innovationEvery team member will have one or two preferred ways of working, and when they compare their data, they will see how close they are in their preferred styles. If they are too much apart, there may be tensions and misunderstandings - which can be dealt with if brought to the open and discussed in constructive ways. If they are too close together, they may lack creative diversity and run the risk of ‘group think’.
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Sample Chart E: Another aspect of our Assessment: Team motivators and engagement driversTeam members are motivated by different career goals and rewards. If they are driven by different motivators, they can react to the same events in very different ways: some may view continuous change as a great opportunity and they thrive on it - to the point where they may even start driving unnecessary change. Others seek more stability and hence may be artificially holding on to old ways of doing things.
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