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Talent Dynamics RSS Feed Blog Category: Getting in flow

Individuals and teams in flow are doing what they want to do, are happier doing it and leverage other team members in flow

Talent Dynamics launches into China!

I’m really excited to announce that so quickly after last months launch into Taiwan, Dr Brian Schwartz and his team are now translating and launching Talent Dynamics into China as well.

Brian and his team have joined our highly skilled Master License Holder/Trainer set and will be running their first Flow Consultant Accreditation, in China, in September 2013!

Dr. Schwartz is a psychologist and a leading expert in the fields of Career and Talent Management with a practice that extends 37 years and includes over 1700 career planning clients, over 500 executive assessments and several thousand additional assessments and coaching assignments in corporate and university settings.


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E-learning Flow Consultant Accreditation Opportunity! 50% discount

Our Flow Consultant Accreditation (FC) is an extremely popular product globally. As the entry level accreditation to becoming a Consultant in the Talent Dynamics Pathway: Accredited FC’s get to work one on one with clients, helping them to understand their own profile in depth and creating powerful strategies to enabling them get into Flow.

We are very excited to announce that we are now building a programme to accredit Flow Consultants anywhere in the world, as long as they have access to the internet and skype.

E-Accreditation Pilot Opportunity

We are running our very first E-accreditation pilot in July and are looking for 5 individuals, who have been wanting to get accredited but haven’t been able to make it to one of our ‘globally local’ workshops, to be part of this pilot.

To thank you for taking part in the pilot and providing us with valuable feedback, we are making this accreditation available for 50% less than the face to face Accreditation training and giving away £1250 worth of product to help get you into Flow as a new FC.

Normally priced at £1500 with 10 free profile tokens (valued at £500)

We are making this just £750 with 25 free profile tokens (valued at £1250) to the first 5 to register.

As well as getting the full accreditation training and certification, you will also receive the full range of value available to Flow Consultants as part of their ongoing license.

Click here for more details on the benefits of becoming a Flow Consultant 

To register your interest, simply email info@talent-dynamics.com with the word ‘E- accreditation’ in the header and your full contact details/skype ID in the email and we will get back to you to book an initial appointment.

Typically FC’s are coaches, trainers, consultants, line managers or business owners who really care about helping others get into and stay in Flow.

Dates to keep free for the accreditation:

July 15/16th 0830-1800 GMT

 


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Is Trust simply a buzz word?

Michelle ClarkeI’m so excited about our upcoming Trust Conference and judging by all the early bird bookings and sponsors joining us, many of you are too.

So, why is Trust important?

Well, frankly, the most trusted companies today are being the most successful.

They are out performing their competitors by as much as 10 times…

In a Watson Wyatt 2002 study, high-trust organizations outperformed low-trust organizations in total return to shareholders by 286 percent

As if that’s not exciting enough…

When Trust is consistently high, productivity speeds up, people feel more empowered and make better decisions. Accuracy levels increase. Absence decreases, turnover decreases. People have more fun and feel more connected to the organisation and team.

Consequently, the company performs at a much higher level, consistently.

We know from our experience, clients who have accelerated levels of Trust in their organisations,  go on to create results that have as much as doubled their revenues and profits. We hear of teams being told to go home in the evening, they are so engrossed in what they are doing, they didn’t notice how the time flew by!

“Trust always affects two measurable outcomes – speed and cost.  When trust goes down, speed goes down and cost goes up.  This creates a Trust Tax™.  When trust goes up, speed goes up and cost goes down.  This creates a Trust Dividend™.  It’s that simple, that predictable” Stephen MR Covey

Is Trust simply a buzz word that companies are banding about today?

Anyone who thinks Trust is simply a buzz word or an HR fad, is unfortunately missing the point.

Richard Barrett of the international Values Centre, asserts, that of all values, Trust is the most important to build internal cohesion of a high performance team

How do you know if you have high Trust?

High Trust is a measure that you are delivering Value consistently to your market or team. As you would expect, we have a series of sophisticated tools that we use to measure Trust with our clients. However, you can already have a Trust ‘litmus measure’ based on what your customers/colleagues are saying.

The most Trusted companies are the ones that have clients returning time and again to purchase thier products or services over and over because they are delivering Value consistently.

Apple has people sleeping on streets overnight to get hold of their latest product. Apple customers have such high levels of Trust in the organisation, they will pre-order the latest product without even seeing it first. This is because Apple focus on the best way they can deliver Value through being consistently innovative.

The most trusted individuals in a team are the ones who are consistently delivering value to their colleagues in a way that it can be leveraged effectively.

An example of this would be a Creator who creates visionary strategies for the business unit, that are scalable and sustainable. Creating exciting new products and services that consumers want and need.

Or an Accumulator that ensures all the projects and processes are delivered on time and in the most effecient and timely way possible. Checking all the information and research to make sure the overall plan of action is the most risk averse and water tight.

Wherever you deliver Value consistently, as an individual, a team or an organisation, you will see you can build Trust and you will continue to have a place in the market or the team/organisation.

Can you improve the Trust levels?

Absolutely!

“The process of building trust is an interesting one, but it begins with yourself, with what I call self trust, and with your own credibility, your own trustworthiness. If you think about it, it’s hard to establish trust with others if you can’t trust yourself.” Stephen M.R. Covey

Trust is established and grown when:

  1. You say what you are going to do
  2. It is seen to be of value by someone else (a team member or customer)
  3. You do what you said you would do, really well and consistently.

If you want to build more Trust, then focus at delivering more Value consistently.

The notion that once trust is gone, its gone forever is simply not true. If you follow the same principles, you can re-build trust by consistently delivering Value. It may take longer but its not gone forever!

Find out how to build Trust in your Business

If you want to know more about building Trust in your business, join us at the Trust Conference in London on September 10th. Early bird tickets still available.

Click here to find out more and book tickets 

 


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Group or Team Performance?

Soccer Team PerformanceOne of the goals (pun intended) of performance management is to improve team performance.  This is sometimes harder to do than it first appears.  To begin with, a group of people working together does not make a team.  It’s right there in the sentence: they are a group, not a team.  So how can you tell the difference?

The easiest way is to look at what it is they do.  If they all have the same skills and are independently responsible for their own performance whilst not relying on input from other people then they can be thought of as a group.  The next step is to ask ‘if they worked more closely together, would it improve performance?’  In the case of a group the answer would be no.  This is largely down to the fact that the group members are individually responsible and work independently.

So what makes a team?

  • A team works towards a common set of goals which are clearly defined
  • The team works together towards the objectives
  • The team shares leadership
  • The team is jointly and individually accountable for performance
  • The team strongly identifies themselves as ‘a team’

This is the first step of improving team performance, recognising whether you have a group or a team.

Why Use Teams?

Teams are incredibly effective when used correctly but a team is not always the answer you need.  A team is not the best approach if you need immediate action or require specialist or technical expertise.  A team is wasted if the task is small, simple or straightforward.

Teams are a must if:

  • The task is complex, requiring different skills and different areas of knowledge
  • Creativity is needed
  • The route towards task completion is not clear
  • Descisions need to be made quickly
  • Time is available for discussion and team development

A slightly controversial example to illustrate team performance (feel free to comment below):

A football team is not actually a team, in this case it is a group.  Within that group of ‘the football team’ are small effective teams focused on common team performance objectives.

1. Defence Team: This team is focused on stopping the opposing side from scoring, taking the ball away from the opposing side and feeding it to the midfield team.  Their team performance can be measured in goals scored by the opposing team (in this case low numbers are good)

2. Midfield Team: This team is focused on drawing the entire group together, reacting differently whether they have the ball or the opposing side has the ball.  Their team performance can be measured in completed passes.

3. Offensive Team: This team is focused on scoring goals and that is their only team performance measurement  (in this case high numbers are good).

As a group the football team is responsible for their individual performance.  The 3 separate teams are focused on common objectives and rely on each other to work towards the objective: defence on stopping goals, midfield on dictating play and offence on scoring goals.

Now that we have identified our teams we can focus on the areas of team performance we want to improve.

Obviously the lines can get blurry but I think the distinction stands.  So… do you think the entire football team is a group or a team and why?


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Take your Team to the Trust Conference 2013!

The Trust Conference – featuring best-selling author Stephen MR Covey – Special Opportunity to take your team with you!

London, 10th September 2013

www.thetrustconference.com 

A recent Watson Wyatt study showed that high trust companies outperform low trust companies by nearly 300%!

Stephen MR Covey, best-selling author of ‘The SPEED of Trust’ will be in London this autumn for the first ever Trust Conference!

As you might know, Stephen MR Covey is an international thought leader on ways to strategically build trust and measure its effects in teams and organisations.  Joining him on stage will be some of the world’s top experts on teams, organisational culture and business development.

Find out who is speaking on the Trust Conference website 

Today we want to share with you an amazing opportunity to be able to bring your team with you to the Trust Conference!

Here’s what your team can expect to experience.

  • A 3 hour interactive training session on Building Trust in Organisations delivered by Stephen MR Covey
  • Find out how to actually measure Trust in teams and how to increase the scores
  • Case studies of how top global brands have used Trust to create amazing results
  • Practical strategies on using values, culture and leadership to accelerate trust
  • Networking with business leaders from some of the most trusted companies in the UK

Special Opportunity for teams to attend together!

We thought you would want to bring your team with you on the day, and have created a really special offer for you! Click here to view the special offer today and get 5 tickets for the price of 4!

By attending with your team, together, you will be able to:

  • Create a high performing, enjoyable and fun environment
  • Increase unity and create a shared purpose
  • Innovate quickly and effectively
  • Increase your team’s efficiency and productivity

Book now 

And on top of that, we are offering incentives for teams to book and attend together.

  • Buy 4 Tickets and get a 5th place for FREE
  • EVERY team member gets FREE access to the Talent Dynamics Profile Test  worth up to £1895
  • EVERY team member gets a bundle of supporting material valued at nearly £200

Take your Team to the Trust Conference.  Book now! 

The Trust Conference is already booking up very quickly with key business leaders and large corporates and its only March.

These special offer places won’t last until September…  So I really hope to see you there!


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Free Step One Programmes for Charities/Social Enterprises/NFP’s

An early Christmas Present!

As you know, we run high impact, high return on investment programmes. Our one day Introduction to Talent Dynamics programme, generally sees at least a £100k ROI within 12 months for a team of 10-12 people. Usually, a one day programme is priced at £2750/AUD$5000

Every month, we are accrediting new Performance Consultants, either in UK/Australia/South Africa or Japan. These new Consultants are really keen to get some experience running programmes straight away and they would love to get their experience in an organisation that is also making a real difference itself.

We have run a few free programmes to particularly deserving enterprises. Here’s one such case study from Inner Flame in the UK.

We want to help our Consultants to get real experience in running programmes as soon as they are accredited, at the same time as making a contribution to the community, by running free programmes for deserving charities/NFP’s and social enterprises.

If you know of, or you run a cool charity/SE/NFP with a team of at least 10-12 people who would love to experience one of our programmes and you are based in one of our trading countries (or you are willing to fly someone in to run a programme), please send  details to janet.carter@talent-dynamics.com, telling us more about what you do and why you would love to be part of this programme.

 


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Traits of High Performance Teams

One goal of performance management is to create high performance teams that are motivated and achieve far more than the people in the team could ever do on their own.

A high performance team displays certain traits that are common across whatever area you choose to look at.  They exist within sport, science, industry and business.  The traits demonstrate the power of ‘flow’ and pick out individual details about it.

Flow is the path of least resistance where actions and activities are almost effortless.  When in flow, barriers and obstacles fall away.  This can occur on an individual basis.  You’ve probably experienced it yourself at some point:

  • Time seems to stop.
  • Instead of draining you, whatever you’re doing energises you.
  • There is a sense of excitement.
  • You have incredible focus.

Yet when a team is in flow the effects increase.  This leads to a high performance team:

1. Leadership.

Instead of ‘I tell, you do’ the team members participate in the leadership of the team.  Each team member reflects the purpose and values of the team.  The team members use their skills and experience to solve problems.

2. Decision making.

We make decisions in two ways, reason and intuition.  Both have strengths and weaknesses.  Reason is detailed and slow.  Intuition is sketchy and fast.  Different circumstances require different decision making processes.  High performance teams not only display a balance of both but they also know when each is needed.

3. Communication.

Team communication needs to be open and transparent.  The goals of the team are regularly reflected upon, progress is fed back and problems addressed quickly.  High performance teams recognise that each member communicates differently and use the best communication channel for the information AND the team member.

4. Diversity.

High performance teams embrace the diversity and difference in the team’s collective background and experience.  This leads to many viewpoints and a greater understanding of problems.  High performance teams use this diversity to make better decisions and create solutions faster.

5. Trust.

If everyone in the team is looking over each other’s shoulder, progress is limited.  High performance teams trust in the team as a whole and trusts each team member to perform without fear of failure or accusations of irresponsible behaviour.  The Talent Dynamics Pathway fosters this trust by seeing the value that each team member brings and ensuring they are in the right place at the right time.

6. Conflict.

“It’s not about who is right, it’s about getting it right” is a mantra of Talent Dynamics.  High performance teams deal with any conflict as openly as possible, focusing on the underlying problems and working together to get to a solution as quickly as possible.  Grudges are prevented from building and team morale is strengthened by focusing on resolving the problem.

7. Goals.

High performance teams focus on setting the right targets and ensure that they resonate personally for each team member.  This helps create and reinforce the team identity.  This ‘why?’ question crosses personalities and skills to build commitment and engagement across the team.

8. Roles and Responsibilities.

Each team member understands what they should be doing to demonstrate their commitment to team.  High performance teams have the right skills, in the right place, at the right time.  The team members with the natural strengths take responsibility for what they are good at.  This ensures a natural flow through the team allowing a quick response.

9. Co-ordination.

Effective team members can anticipate what each team member can and will do.  This stems from identifying the strengths and weaknesses within the team and the bonds that exist between team members.  High performance teams can use this characteristic to achieve both efficiency and effectiveness.

10. Atmosphere.

High performance teams are created in and project a positive atmosphere.  This stems from the overall team culture of openness, transparency and trust.  Success is celebrated and failure is explored.  Overall the focus is on helping each team member stay in flow and improve on past results.


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Jans Corner: Simply the Best!

London 2012 Olympic Game are over. Athletes and spectators from around the world have enjoyed these two spectacular weeks of games, competition and records.

We have seen that Usain Bolt is arguably the best sprinter in the world, and now an athletic legend. Michael Phelps is the planet’s best swimmer and by the count of gold medals the best olympic athlete in the history. American basketball team showed that they can put up a show as well as points when it mattered to claim yet another olympic gold.

It is tough to win the gold and therefore, it is adequately regarded and celebrated. It marks the reward for an arduous four-year journey and symbolises personal or team triumph. It is also a reason for great pride and celebration at the athletes’ home, wherever around the world that is.  And it is also a proof of being simply the best.

In business we like the sports metaphor – and it really comes alive during the Olympics or big tournaments. It can fuel us to be our best and motivates us during the time of uncertainty and challenge.

Yet frequently the sports metaphor brings along severe limitations and distortions when applied (or presumed) in enterprises, teams or business interactions. We can say that like a unleashed dog it can turn back to bite us.

As a result businesses obsess about winning in the market at all cost (mostly to their stakeholders and the environment), teams experience undesirable yet somehow unavoidable internal competition that wastes time and energy, and individuals give more attention to being right and defending their opinions and interests than doing their best.

The focus becomes winning and beating the competition not providing value, being of service to others and collaborating to effectively make a difference. Trapped in the competitive metaphor we are losing sight of the bigger picture which we are part of and our business’ primary purpose – to serve people and society.

:: What if, as a business, instead of seeking to be the best in the world, we sought to be the best FOR the world?

:: What if, as a team, instead of seeking to be the best in the business, we sought to be the best FOR the business?

:: What if, as individuals, instead of seeking to be the best in the team, we sought to be the best FOR the team?

You get the idea. Being best for the world is a very different context and metaphor for leading and operating in business than being a winner.

When I first heard Richard Barrett, the British social commentator on the evolution of human values in business and society, coin this phrase I saw the exciting possibilities of what we can accomplish together by seeing the big picture as well as how our experience can shift in everyday business by asking just slightly different questions.

What possibilities can you see when you try this on?


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Una’s spotlight: The cost of Low Trust!

Last week saw a senior Goldman Sachs employee Greg Smith leave very publicly by denouncing the company culture saying, “I can honestly say that the environment now is as toxic and destructive as I have ever seen it.”

Greg had lost faith and trust in his employers and while many employees wouldn’t have the clout to get in the New York Times, that doesn’t mean that they couldn’t do some very serious damage to your organisation’s reputation.

Even more serious than your reputation are the underlying factors that could cause an employee to feel the way that Smith did. I’ve seen this in countless organisations where a complete lack of trust colours absolutely everything that is done.

When was the last time you experienced negative office politics slowing things down? People covering their behinds with mass emails? Managers reluctant to make decisions unless it’s a joint decision in a meeting so that any potential blame can be shared out equally or even passed to somebody else? People promoted out of harms way instead of poor performance being addressed?

Building trust may seem to be generated by competence and reliability, however, it goes much deeper than that.

As organisations go through further Talent Dynamics steps it becomes clear very quickly how much trust and integrity there is at a senior level. Will people let go and delegate properly? When discussing the purpose or promise of a team or organisation are people on the same planet, let alone the same page? Do people ‘do as I say, not as I do’?

If employees don’t trust management, how can they be 100 per cent believable when interacting with your clients? At least without it eating them up inside, potentially creating stress and even ill health.

The layers of additional work and bureaucracy created by a lack of trust cost the bottom line. Hugely.

Does your organisation share its financials with its employees? Does it share the thought process behind major decisions? Does it genuinely ask for input, provide feedback and create a genuine dialogue?

If not, why not?

What is it hiding? If you or your organisation aren’t hiding things from your employees then please be aware that is how it may well come across.

How to Generate Trust

  • Give trust wisely. Discover where your team members will add the most value and let them do so.
  • 10x communication. Whatever level of communication goes on in your organisation, increase it by ten times. Be open, honest and transparent in your dealings.  Answer all questions without any fear of reprisal.
  • Ask for feedback and input. While employee surveys can be useful, more useful is ongoing and regular feedback with line managers as part of regular 121s and team meetings.
  • All the world’s a stage. Remember that your team(s) watch what you do every day. How congruent is it with what you say? For one day, preface everything you do and say with the thought, “what would the most cynical employee think of this?” Would that change your behaviour, or perhaps how you communicate what you are up to?
  • Work with people’s energies. Remember to allow people to be in flow and to support them in their primary energy. A Steel energy person may feel pressured to come up with ideas but a Dynamo will be delighted to finally have an outlet for their innovation. Ask a Tempo person about how to build upon existing relationships with other teams/customers, not about how to make systems better. Get the Blaze people to help communicate and forge new relationships, to ‘sell’ internally the results your team is getting to build trust in your competence.

Finally, make sure that you’re in flow yourself and are building relationships based on trust and respect. If you can’t look yourself in the mirror then it will be challenging to look other people in the eye and mean it. You know that when you’re in flow the positive results you get make you feel better about yourself and help you to elevate others in your team and organisation.

This is the best way to help your customers and get the financial results that then naturally flow…


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Free TD E Guide with extra new bonuses available for download now!

We have updated, revamped and added to our popular Free E guide this month.

Trainers and team builders wanting to know more about what Flow is and how to create it for business success have been downloading this Free Guide for the past 12 months and we thought it was time to update it.

We also decided to add some more free tools for people who want to know how to build high performing teams and to understand how Flow is a crucial element in that process.

Click here today to download the Free E guide and we will send you 2 free bonuses along with the E guide to really help you and your teams get into Flow!

Let us know what you think.

Drop us a line at info@talent-dynamics.com with your feedback!


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