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Talent Dynamics RSS Feed Blog Archive: 2009

Are you solving problems or co-creating flow?

The ‘Problem’

Recently, I was working with a client, when they admitted to having a dispute with another colleague over a number of work-related issues.

This person, let’s call them Manager A was really struggling to see eye to eye with Manager B, who worked in the same department. The matters were of real importance to the organisation and they had attempted several times to discuss and resolve them. The boss had noticed the relationship differences and wasn’t sure how to resolve this either.

I wondered if part of the ‘problem’ was the level of trust between the two managers and if, as a result of this, the level of flow being created by each of them for the other one was not being maximised. Both were attempting to get an outcome that worked for them and hadn’t thought of the ‘problem’ as an opportunity to actually create flow for one another in a really effective way that would benefit the team and the organisation at a much higher level.

Measuring Trust and Flow

Having both already completed their Talent Dynamics Profile tests (and being almost opposites on the Profile square), I now asked Manager A to complete the diagnostic tool I use to measure PSR: Personal Social Responsibility and asked Manager B to do the same. Once they had both completed their assessment, I asked them to share their responses with one another.

The PSR scores show individuals very clearly where they create the highest amount of Trust and Flow and both were quite suprised at the low scores they recieved from the other manager!

Where an individual is not seen to be adding value or helping the team to leverage in an effective way, they will soon be rejected by the other team members and indeed ultimately by the organisation. Manager A and B recognised that this was happening to them, in the way they viewed each other and possibly the way other team mates viewed them also.

This created an open discussion on what could be done to increase both the Trust and Flow scores for one another. Both Managers realised the way that they could most successfully co-create flow was by taking specific actions that would enable the other person to increase the scores they had given them. To do that, the Managers created a plan both individually and together that they could implement.

Just last week I had a call from Manager A, to tell me that since they had this new level of understanding about how they can add most value to one another, their working relationship has improved dramatically. They actually now really appreciate the differences in one another and they value one anothers strengths and utilise them in a way that is much more effective for the Organisation. The boss has noticed the difference and commented on the improved outcomes that they are now creating together too!

Manager A said to me: ‘I wish we’d known about this months ago!’

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What is Talent Dynamics and what does it do?

Wow, so much has happened in the short space of two weeks, since Jan and I ran the first Talent Dynamics Pilot Workshop!! So many people have been asking me for more information, so over the next few days I will be sharing my experience of the past few weeks and answering some of those questions…

The main questions Im being asked are: What is Talent Dynamics and What are the Pilot Particpants saying about it?

What is Talent Dynamics?

Click here to see video on Talent Dynamics

Talent Dynamics is the first ever integrated training system that actually links Team Performance to Company Profitability, Sustainability and also Corporate Social Responsibility. It actually has strategies to implement at an individual, team and at an organisational level to achieve those outcomes.

Talent Dymamics was created by Roger James Hamilton as an extension of his World Leading Wealth Dynamics System for Entrepreneurs. If you have utilised and leveraged Wealth Dynamics, you may be able to have a guess at what Talent Dynamics is and does. Otherwise, let me explain.

Through the Talent Dynamics system, Organisations can actually measure and track their current level of trust and flow. They are then given clear strategies and tools that empower individuals at every level of the organisation to increase their level of personal effectiveness, increasing results directly.

There are a number of steps that an Organisation can choose to go through with Talent Dynamics depending on what they are looking to achieve themselves.

  1. Understanding Primary Purpose
  2. Measuring and Building Flow in the Organisation
  3. Meaningful, Measurable, Profitable Change

What are the Pilot Participants saying it did for them?

We ran the first Pilot with The Halthean Corporation – A team of extremely specialist Brand Consultants who work with some of the largest international Brands around. The second Pilot last week was with Cumbria University’s Facilities Management Leadership Team. A team of 12 who line manage over 300 staff over multi site operations in the North.

When we go back in 3 and 6 months time and see what both organisations say they have achieved, I will let you know. For now, the immediate feedback was fantastic:

  • 95% of the participants said they had learnt something completely new that had great applicability in their current role.
  • 90% said they now had a clear understanding of the value as an individual they bring to the organisation that they didnt see before
  • 90% can see clearly the value in their team members they didnt see before
  • 90% can also now see how they can effectively leverage that value for business results in a way they didnt see before.

Some of the anecdotal feedback we recieved was

“I feel totally empowered to be me and that actually, by being me, I bring tremendous value to the team”

“I cant believe we have achieved all of this in just 2 days!”

“Being part of this programme has opened me up to infinite possibilities in my organisation”

“We have a whole new strategy for 2010, one that we wouldnt have even known was possible if we hadnt done this process, one that we all feel inspired by”

“I had a negative and sceptical view at the start of this programme, I thought it would be a waste of 2 days. Its actually been brilliant”

“Its totally explained why I didnt get on with ‘Y’ and now we have a language we can use to work together so much more effectively and deliver much better results”

If you have some specific questions on Talent Dynamics you would like me to answer, please post them here and I will get to them over the next few days.

We are working with Workshop Productions who are producing a short video from the second pilot and that will be ready by the end of next week to view and share, so you can see us in action and hear the testimonials direct!!

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Increasing productivity following a restructure

During the current economic climate, with sales becoming harder to stabilise and costs becoming more challenging, companies are being forced to restructure and to slim down their salary bills. Individuals who are lucky enough to remain in the organisation are given more responsibility and accountability, to take on the demands of the colleagues roles they are replacing. There is then an expectation of an increase in the individuals productivity levels, to compensate for the reduction in the staffing quota.

Sometimes, following these restructures, organisations re allocate roles and responsibilities, fairly and taking into account workload’s, which, whilst on the surface may appear to be the best strategy, in practice, can often result in member’s of your team taking on areas that they are unfamiliar with, perhaps don’t enjoy so much, or dont have a natural talent in achieving results with. When people are asked to do tasks which they dont naturally have a talent for, they often find it harder to get the result and can also, in extreme cirumstances suffer from work related stress, which occurs when an individual is out of flow.

Of course, company restrutures are neccessary, so when planning for one with your team, here are a few things for you to consider, which will allow individuals to continue in their natural flow and to maintain a high level of productivity, immediately following the restructure.

  1. Get to really know the natural talents of the individuals in your team and do your best to ensure you not only select the best people to stay in the company but you also select the best people for the job’s that you are now structuring. Ask them which aspects of their job they enjoy the most and why. Find out what makes them tick and motivates them. Everyone is motivated in a different way, so dont be tempted to treat everyone as you would wish to be treated, instead find out how they would wish to be treated.
  2. Allocate the additional tasks according to an individuals ‘natural talents’. Avoid giving your energetic, extroverted sales person, who is great with people and networking, additional spreadsheets to analyse or complete in the back of office, instead focus them on specific sales routes or targetted customer accounts where they can drive more sales with bigger accounts. Think about giving more operational, task focused activities to the person who really enjoys ‘completing a list’ and is able to juggle many operational activities at a time with great detail. Try not to give them the job of creating the new strategy or new sales plan, which takes them away from the detail and requires them to think in big picture thoughts, which is in complete contrast to their natural way of working and the way they often enjoy working the most.
  3. When selecting the individuals to stay in the team Consider the balance of natural talents that you want in your team to ensure that all the tasks get effectively completed and on time. If you have a team that is very creative, bright, enthusiastic and full of fantastic ideas, you may find you are lacking in a grounded energy to actually bring the ideas to fruition. Balance here is key.

Following these 3 basic guidelines when restructuring will enable your ‘new’ team to hit the ground running and for productivity to not just get back to normal but to increase as well.

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