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Talent Dynamics RSS Feed Blog Archive: February 2011

It's not about who is right, it's just about getting it right!

Geoff started to wonder why his idea to go right, wasn't getting them where they needed to be.

Each of the profiles depending on where they sit, has a most natural way to think and process. Its generally the way they revert to most activities. When you have the opposite profiles looking at the same problem/idea, they will invariably come up with totally opposite views…

Who is right when we have opposing views?

When someone has a totally opposing view to us, we can think that we are right and they are wrong. What’s really interesting is, there is no right and wrong, just a ‘right now’ answer  (and it’s not just about opposite profiles not agreeing)

A team we worked with recently had been told that they weren’t hitting targets and expectations and therefore their future was in jeopardy. All of a sudden, it made being right for each of them extremely important. Now,  under pressure of job cuts, they were literally fighting for their survival and trying to be seen from amongst the crowd in the team.

“If I do something right, perhaps I’ll be noticed/recognised and will extend my stay in the team”

When this happens, It can create real separation in a team and has the opposite effect of creating flow!

A group of Dynamo profiles that we worked with asked for help. They were each struggling to have their ideas heard. For Dynamo energies, Significance is important. Each team member felt the way for them to be significant and to contribute was for their idea to the best and the one that was ‘right’ – it created a real power struggle, lots of stand offs and wasted lots of their time.  Meetings that should have taken 20 mins took 2 hours!

So how do we get it right?

For a team to be performing at an exceptional level, there needs to be a very high level of Trust and Flow. This can’t be created just by thinking ‘how can I be more exceptional today?’ and yet most organisations we speak to would be happy if everyone woke up in the morning thinking just that!

What creates really high levels of Trust and Flow is when you wake up wondering not how you can be more exceptional but how you can help your team members to be more exceptional.

Try asking yourself, ‘how can I help X to be more in flow? How can I help Y to do more of what he/she is talented at and enjoys? All of a sudden you will be thinking about the other people in your team in an incredibly different way…  

“But what about me?”

Now, you don’t need to wake up wondering how you can be more exceptional today. Now you have a team of  other people thinking just that for you.

How much more powerful and intentional is that? What incredible things will they want to share with you to allow you to be so much more exceptional and how much more supported you will feel in your efforts?

 Now it’s no longer about being right, it’s just about getting it right!

I’m right, aren’t I?!

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Michelles February News

Hi there,

I’m excited to have a number of introductions to make to you all this month! The newly accredited Talent Dynamics Flow Consultants who underwent our December training programme and our new Business Development Manger Una who started with us at the end of January.

I had a great start to my February, after meeting up for a spot of breakfast, with one of our clients whom we worked with last year… Nicola Hall from the HERO project in Blackpool Council, shared with me the totally amazing transformation that has occurred since we ran a programme with them 6 months ago.

The story was so cool that over my eggs Benedict, I managed to make some notes on a napkin and turn it into this case study to share! If you know anyone working in local government, facing cost cuts or outsourcing, then please share this inspiring story with them.

If you want to understand how to achieve these kinds of results with your clients or team, then you may like to check out the Early bird offer to train as a Flow Consultant in June…

Have a fabulous month ahead!


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Introducing Una with a very Special Opportunity!!

We are thrilled to be introducing you to Una Doyle, who has recently joined the Talent Dynamics Team. Una has been working with us on various projects over the past 12 months and at the start of the year we were delighted that she took on the shiny new role of Business Development Manager!

A bright sparkly Star Profile with heaps of energy and a thirst for knowledge and personal development, Una is already making an impact on those that are meeting her.  In December Una trained and was accredited as a Flow Consultant – one of the first group of Flow Consultants in the world and since then, she has been practising her new found skill on anyone who rings up for a personal Talent Dynamics Debrief!

Opportunity for the first 3 UK based Businesses that respond to it!

Part of Una’s role is to run our fabulous 2 hour Taster Session Programme and whilst she has been trained really well to deliver this, she has yet to gain much experience of running it…  So, we thought we would offer out a brilliant opportunity that allows you and your team to find out how to accelerate Trust and Flow, whilst allowing Una to gain some valuable experience and feedback!

For the first 3 businesses to book, Una will profile the participants with the Talent Dynamics Profile tool and will come and run the 2 hour Taster Session with you at a suitable time in Feb/March. We retail this Taster Session at £997 +VAT and the 10 profiles alone are valued at £1000! but for the first 3 “fast off the draw companies” it will be just £347 !

To book this session (and please be quick) call Una directly on 07766 917890 or drop her a line on with your details!

Catch Una’s first blog entry here – Una’s spotlight

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Una's spotlight: Change Management – An Oxymoron?

How many change programmes do you know of that have failed to get the desired results, whether new processes, restructures or culture change and new ways of working? Even when best practice change management approaches are applied, the results are often less than pretty for a variety of reasons.

What if though, you were to look at implementing change and getting the results you want from a new perspective? Through a lens of building trust and flow from the very beginning and throughout the whole process…

Typically the people initiating change have lots of Dynamo energy. Whilst these profiles are brilliant at conceiving ideas and seeing the bigger picture they are often ahead of their time. They certainly can leave others behind in the race to get things moving. They are most likely to want to implement innovative ideas, particularly ones that are product, people and culture based.

Those with Tempo energy may find change challenging to deal with initially. However given a context within which to understand the vision and a structured plan to implement, they are the perfect people to help make it all happen and on time!

Blaze energy people are most likely to be leading the charge for the change from the front! They want to focus on the people aspects. Who will be affected by the changes? Who is best to do which roles? Who do I know that can help with this?

Those with high Steel energy, usually prefer not to create waste (a great attribute in your financial controller!) and are the most likely to want to cut costs out of the organisation and look to continuously changing and improving processes.

There are times when it may well be necessary to tighten your belts or perhaps a company has become stagnant and desperately needs to innovate. It’s no good though if the people left after a restructure and redundancies are out of their flow, working to accountabilities and/or processes that they are not suited to. It doesn’t help if people ignore the latest fad, working as they always have, because they know there’ll be another one around the corner before this one has even been fully implemented.

What do you want to achieve in your Change Programme?

I’d like you to take a few moments and think about the results you really want to achieve… Think about how you want your team, department or organisation to perform in the longer term…

What if instead of one change programme after another, you had each team in your organisation in flow, building trust within and between teams and departments, dramatically increasing productivity and profit?

What if you had management team(s) with a blend of profiles that could innovate and keep costs down while doing so in a way that would naturally include the people actually doing the work?

What if change wasn’t ‘managed’ but an organic process initiated at all levels of the organisation where individuals in their flow would easily have great ideas and spot better ways of doing things?

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Three Ways to Recognize a Talent Magnet – Anthony Tjan – Harvard Business Review

Found this great blog about not just finding great Talent but finding Great Talent that finds Great Talent… Confused? Read on

Three Ways to Recognize a Talent Magnet – Anthony Tjan – Harvard Business Review.

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Case Study – HERO

Facing dramatic government cuts in spending, we might not be here today if we hadn’t discovered Talent Dynamics six months ago! That day, everything changed. We discovered how we could make our vision a reality. Not only could we sustain but we could also scale our service…. The team was inspired in a way like never before.”

Nicola Hall – Head of Enterprise Education for Blackpool

Why we were asked to work with HERO

HERO is a project funded by Blackpool Council to deliver Enterprise Education across Blackpool. It is tasked with providing young people access to skills and knowledge they would otherwise have never received. The HERO team inspire many a young person into a career in business/entrepreneurship. Its work has been incredibly well received by young people, Blackpool schools and parents alike.

The team have known for approximately 18 months that their LEGI funding (Local Enterprise Growth Initiative) was due to end in March 2011 and that they would lose their entire £300,000 a year funding for activities. This meant an end to Enterprise Education as Blackpool knew it. Throughout the last financial year the project has seen “in-year” cuts to its funding become the norm.

If the team wanted to continue, it had to find a sustainable and scalable solution that didn’t require public sector funding and fast!

What we did

The HERO team completed Step One on the Talent Dynamics Pathway – a one-day programme called Understanding Primary Purpose.

On this programme, individuals in the team received their personal Talent Dynamics Profile Reports and began to understand the best way to create value within their team and how to leverage that value with each other. They started to have some real ‘aha’ moments about why the ideas they previously had were not coming to fruition in the way they had set out in the new HERO vision.

They experienced a unique process of creating flow using the Talent Dynamics model and learnt how to immediately apply that to the ideas created that day. The programme created situations that allowed participants – both as individuals and as a team – to experience for the first time together, flow, in a very empowering way.

Whom we worked with in the Enterprise
The HERO leadership team and Schools’ HERO enterprise facilitators .

Programme timings
One day programme.

How the programme has impacted

The change in the mindset within the team was dramatic and instantaneous. Team members were open to change, much more flexible in their approach, more committed and most importantly, were having more fun!

HERO has now become a Community Interest Company. It will no longer be funded by the Government from March 2011 but be funded through its commercial activities.

Forward orders have already been placed for programmes by schools that will be run by this ‘new company’ in Blackpool and it is estimated that a revenue of £50,000 will be achieved as a minimum in the next 12 months.

As a community interest company, it can now apply for funding streams that were not ’t open to it previously. This is likely to generate a further £30,000

It is likely that the service provided to Blackpool will be leveraged next year across the whole of the UK as part of an ambitious expansion plan.

The team remains the same as before with imminent plans to be no longer employed by the public sector, but set up as a Community Interest Company The wealth of experience, credibility and the strength of relationships mean service can continue at the usual high standard.

Productivity has increased because each person is working to roles and accountabilities that keep the team in flow.

They are all particularly excited that the work they have invested their time and passion in was recognised, when the team was awarded a Prime Ministers Big Society Award (one of only a handful presented across the country!).

Read more detail about this and other case studies here.

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Jans Corner: The 4 pitfalls that prevent high performance in teams

 If we put intelligent and motivated people together on a team we expect that combined they will be able to accomplish much more than alone. A lot more! Right? Of course, that is the idea behind teams and collaboration in the first place. And in theory it makes perfect sense and sounds so good. 

However, in reality we see that teams can actually fall short of their potential or downright struggle. If you see this happen around you – maybe even in your own team – then you may wonder, why on earth can’t we collaborate better if so much more is possible when we do? 

Over the past years I discovered four pitfalls preventing high performance in team collaboration. I noticed that when we tend to fall into these pitfalls, the flow can be stopped or is at least significantly reduced. 

Pitfall #1 – I do it all by myself: Thinking and behaving as if I’m the only person who can do everything best. It may feel right but is very limiting. And very exhausting as well. It’s like being a football team of one. No matter how good I am, from the outset I have no chance of winning, regardless of how heroic my efforts and enormous my skill. To get out of it we have to acknowledge the need for a team and collaboration to increase and sustain our performance.

Pitfall #2 – We are all the same: Here we engage with others and unknowingly look for our clones. We assume others see the world the same, prefer the same things and perform in the same fashion. This pitfall creates tunnel vision and makes team work rather ineffective. Imagine a squad of 11 strikers! We are not the same. Seeing the differences in view, style and skills enriches the team and allows new things to be possible. After all, having a goalie is really useful! 

Pitfall #3 – My way or the highway: This is where the strikers teach the goalie how to score goals and the defenders how to get in front of the opponent’s net. Falling into this pitfall breeds confrontation and conflict as well as makes the team vulnerable and true collaboration difficult. To get out requires respecting the differences. Spotting each other’s value and the difference they can make to the team. Strikers score, midfield ensures they have the ball, defenders protect and the goalie catches the ball if it gets that far and returns it into the game. 

Pitfall #4 – Just do it: The last pitfall is one of activity at the expense of productivity. How often do you see that in many teams the wrong people tend to do the wrong things at the wrong time all in the name of just doing something? Average teams deal with challenges with increased often not-so-well coordinated effort whilst champion teams tend to achieve almost effortlessly. They synchronise around their purpose and individual strengths and then focus on empowering each other to be their best in their position. As a result they grow and flow naturally. 

The vicious thing about these pitfalls is that we often don’t even realise we have fallen into them. They tend to be traps of thinking and habits of interacting that run on automatic, and we are particularly susceptible to fall into them in times of pressure and stress. Being aware of the pitfalls is the first step to get out of them. Getting out of one often exposes the others.

Can you spot which pitfall is limiting you and your team most?

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