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Talent Dynamics RSS Feed Blog Archive: September 2012

Michelle’s News

I expect by now, those of you who already had taken the test before and therefore were sent a new token, will have downloaded the new style report, with all the new cool extra’s packed in it and also your free copy of the brand new book!

For everyone else, we have priced the new book at just 99p until September 30th, so you can grab a copy now! Just click here

“Talent Dynamics

How to Unlock Your Teams Highest Potential”

We’ve had some great feedback from clients on both of these products. Please feel free to post any thoughts or comments on our blog or mail to me directly to let me know what you thought!

We started the month having a fabulous and very glamourous night out at the BIBA awards with the team and some of the TD PC’s. To be recognised as finalists in 2 of the categories was such an honour for us, we all felt very proud!

Janet Carter, Helen Williamson, Una Doyle, DT Guest, Amanda Jesson from the TD community with guests and friends (and me) at BIBA awards Preston

It was wonderful, to again be a part of Roger Hamiltons Fast Forward Your Business Events. This time in the UK (so I didn’t have very far to travel!) I met some really amazing business people in both London and Manchester and we also found we connected with some great new Trainers/Recruiters who have joined our ever growing community of Performance Consultants.

Looking forward to next week in Preston, where I will be meeting up with the latest group of TD Performance Consultants ‘in training’ as they take part in their accreditation workshop.

Here’s to a Flow filled month ahead!



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Unas Spotlight: Why Innovative People Fail

I was intrigued when I recently read this Forbes article titled ‘Why Innovative People Fail’ to see that the author and commentators were so close to a workable solution, yet so far at the same time.

While the idea of getting another person involved to complement the innovator’s strengths is mooted, the concept of how a team could add value is not fully explored.

Perhaps this is partly because the ‘idea monkeys’ (and as a Star profile I’m one of them!) do enjoy significance & freedom and they could feel that a team would tie them down. This couldn’t be further from the truth.

It is interesting how I have learned that every time you wish to switch up a level, you often need to do the opposite of what you were doing before. Counterintuitive I know…

Where the right team dynamics can really add value is not just in supporting the execution of an idea but in actually helping to select the best ideas to carry forward in the first place.

The innovator, often a Creator profile, can be amazing at generating new ideas and strategies. However, their sense of timing is frequently off, usually with them being ahead of the crowd and more importantly the market.

In addition to having great timing, dealmakers and traders are also closer to the customer and so can assess the Creator’s ideas from that viewpoint. Stars can ensure that the idea is marketable and Supporters that the best team is in place to execute it.

Of course what is also essential is to have an Accumulator/Lord and/or Mechanic to ensure that the best use of data is made and the right systems and processes are in place for repeated success.

Unfortunately, what happens in many teams is that the Creator can be sensitive to criticism of their idea or strategy, which stops feedback in its tracks and consequently prevents their plans being more robust. This increases risk and the likelihood of failure.

If the team is unaware of the value that they all add to the innovation process, then there is the danger that they will be constantly moved from working on one idea to the next before anything has the chance to be completed.

An idea could be brilliant, however it may simply cost too much to execute and/or to promote, especially if this means entering new markets. It could even be taking the company totally off track in terms of where it as an organisation adds the most value to the marketplace.

The three Dynamo energy profiles, Mechanic, Creator and Star, will all innovate constantly. The trick to innovation success though, is to have the right structures and parameters in place to ensure that their innovation reaps rewards.

Understanding how value and leverage lead to accelerated trust and flow provides parameters that often result in six-and-seven-figure returns.

Having the right team dynamics gives you a structure that supports identifying and executing the best opportunities for your organisation over and over again.

So before you automatically dismiss or jump on the next great idea, consider with your team is it really the best idea for your team, for your organisation and your market at this time?

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Jans Corner: Team Learning and Collective Intelligence

Ever wondered why is it possible that a team of highly intelligent individuals is often behaving, well, not so intelligently?

Shouldn’t it be that intelligent and competent people naturally make intelligent and competent teams? Yes, in theory, but not necessarily in practice.

Why? Because the collective intelligence, competence and performance of the team depends not just on the quality of the individuals but also on the quality of their interactions.

The quality of the interactions will greatly depend on how well they can see, appreciate and draw out the best of the strengths and differing points of view of the other team members at the right time.

This doesn’t come necessarily easily or quickly and requires a collective learning process for the team to go thorough. Not just at the beginning of their collaboration through widely known process often referred to as – forming, norming, storming and performing – but continuously though team practice and synchronisation.

To co-create something magnificent together teams need to operate like orchestras.

We know that in an orchestra, learning and great performance come not from sameness and conformity but from diversity and harmony that comes from that diversity. The more diversity of musical instruments and the more in sync they play together, the larger the repertoire of music they can play and the more powerful and beautiful the sound.

Well, why do we in business have such a hard time to learn from performing arts, like orchestra music?

I would assert that it is because we treasure performing over practicing together. Even though they go hand in hand. Moreover, we are not used to and geared to practicing and learning together. We might be used to meetings and retreats, to debates and reports yet often without the extra benefits they may promise.

Peter Senge, worldwide expert in the area of learning organisations and the author of the seminal book the Fifth Discipline, points out that teams, not individuals, are the fundamental learning units in modern organisations. “Unless teams can learn, the organisations cannot learn,” and of course cannot perform adequately to reflect the aspirations and intelligence of their individuals.

:: What do you do, to learn together?

:: How do you think and practice together as a team? Do you learn from every experience and improve the quality of every interaction? Or do you keep repeating the same experiences, fighting the same problems and expending energy on who is right?

:: How often do you practice? What is your practice rhythm? Daily, weekly, monthly, quarterly, annually?

Team performance can generate the business equivalent of beautiful music played by an exquisitely synchronised orchestra where everyone enjoys playing their part whilst appreciating the diversity they are part of.

How much we unlock our collective intelligence will, however, depend on how willing and open we are to continuously practicing and learning together.

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