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Talent Dynamics RSS Feed Blog Archive: May 2013

TDHQ news

Michelle ClarkeIts all go at TDHQ! So much in the pipeline that we are excited to be sharing with you in the coming months!

We’re gearing up for some really cool Web interviews on Trust, with Stephen MR Covey,  Roger James Hamilton and Daniel Priestley, all of whom will be speakers at the upcoming Trust Conference in September.

We’re supporting Paxton and Shila, as they get set to launch Talent Dynamics into Taiwan next week. Look out for news on the TD profile and reports going live in Slovak and Chinese soon too…

Our first Online Flow Consultant Accreditation has proven very popular indeed. The July pilot we mentioned last month, filled up really quickly and we know from the feedback we have received, that this is much sought after, so we are working to bring you more dates and news on how you can get accredited wherever you are…

We’re also busy creating the Trust Test, which will go live in July! A free test that you can take to measure your trustworthiness!

Michelle

 


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Jans Corner: The Positive side of Negative People

We rarely celebrate when we have so-called negative people around us. Often times our experience is that they zap our energy, slow down or demoralise our team and poke holes into our plans and ideas. It just seems that around them nothing is possible and everything is a problem.

Therefore at the workplace and in real life, we try to get rid of them, avoid them, minimise their impact or – for some of us – to convert them to the religion of positiveness.

The premise goes that everyone needs to be super positive otherwise they cannot function constructively in a relationship, team or business. Or that what they do is somehow harmful. However, being negative and being destructive are not the same thing. We often confuse negativism with someone not caring, not believing or not willing to contribute.

Often times quite the opposite is true. Negative people point out problems and highlight risks exactly because they do care and they see what others are missing. They might say “That will not work,” or “We have a problem here,” or “We cannot do this now.” It is useful to notice that they do not do it to rock the boat. Actually they most often do it with the intention to save the boat. To save it from trouble ahead. To save energy, time, money. To prepare for all eventualities.

What we perceive as negative, they may view as careful, prudent or realistic. And this can have great value for business.

The idea is not to ostracise them or shut them up but to fully use the power of their “negativity” at the right time and in the right way. Because without it bad things can happen to good people, well though-out projects can go terribly wrong (just think about the Challenger space shuttle incident in the eighties where a small neglected mistake caused a major catastrophe), and businesses with great potential can underachieve or falter.

So how can we turn the negative into constructive?

By seeing its purpose first and that is – like the police – to serve and to protect.

:: Where do you need more protection, more details to be paid attention and more risk to be seen and managed?

:: What products or projects would benefit from a more critical eye in terms of checking priorities, risk, cost and timing?

:: Where do you need to hear an honest assessment of the current situation and a pragmatic way to address current problems?

Interestingly, these apparently negative people can not just clearly see the risks and identify the shortcomings but also they will come up with surprisingly elegant strategies and solutions on how to deal with them – if you give them access to the data, space to analyse them and enough time to think.

We can choose who we surround ourselves with and whom we choose as business partners, employees or team members – and how we interact with them. In that choice, a balanced team and a successful business cannot afford not to have some “negative” people and make the most out of their gift. In the last analysis, it is not about who appears to be positive and who appears to be negative, but what allows the team and business to best fulfil on its mission. “Negative” as much as “positive” people are both mission critical.

 

 

 


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Unas Spotlight Vlog:

In this months Vlog, Una shares some practical strategies for dealing with blocks to performance improvement


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Some Dates For Your Diary…

Over the next 6 weeks we’ll be hosting a series of online interviews with some of the world’s leading experts when it comes to measuring and improving Trust levels in your organisation, and I wanted to give you a heads up so you could mark the dates in your diary. They include:

– Daniel Priestley – June 13th 5pm GMT

– Stephen MR Covey – June 24th 5pm GMT

– Roger James Hamilton – July 9th 8.30am GMT

– …Plus others still to be confirmed!

On these live interviews you’ll have the chance to ask these leading experts questions about your organisation, and how you can measure and improve trust levels.

Be sure to mark these dates in your diary now!


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Measuring Team Performance

Team Performance

We’ve looked before at understanding the difference between groups and teams.  This blog looks at once we have defined our team how do we go about measuring team performance?  The objective of performance management is to improve performance.  In order to do that we need to measure the current level of team performance.  On the surface this can can seem complicated, with the interaction between individual performance and team performance.

Goals and Targets

In a survey of Fortune 500 and other companies across a variety of industries on internal obstacles to team success,  48% of respondents said that team members don’t set appropriate goals for the team and then build and implement a plan for reaching them.  For a team to work effectively and to be measured appropriate goals need to be set.

As mentioned in the previous blog post, teams are not always the best fit for some goals.  Lets review:

  • Is the task complex, requiring different skills and different areas of knowledge?
  • Is creativity needed?
  • Is the route towards task completion unclear?
  • Do descisions need to be made quickly?
  • Is time is available for discussion and team development?

If you can’t answer yes to at least half these questions, consider if you actually need a team.  Lets take it as a given that you have answered yes, that the goal is the right fit for your team.

The next step is to look at how you wish to measure the team performance.  The obvious way to measure how the team is doing doesn’t usually provide enough measurements to improve performance.   Lets use the football team analogy again.

The defence 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.

We have a very simple measurement for the performance of the team: goals scored by the opposition.  If the opposition is scoring goals there is something not working with the team… but knowing this information won’t provide us with a solution to improve the team.  It needs to be broken down further into the smaller team tasks, the team performance of those tasks and the performance of individual members.  This is so each part of the whole can be examined and measured.

In this example we have 3 clear team tasks:

  1. Stop the opposing side from scoring
  2. Take the ball away from the opposing side
  3. Get the ball to the midfield team

These tasks can be accomplished by every member of the team individually but how does the team unit perform at each one of those tasks?

1. Stop the opposing side from scoring

The key measures here are anticipation, communication and skill.

  • When the ball is in the opposing sides hands how quickly does the team anticipate the threat?  Are they in the best position to deal with the threat? (i.e. the goal keeper isn’t out of the goal area)
  • How well do they communicate to each other their perspective of the situation, what they are doing and where each person needs to be?
  • How skilled is the goal keeper at saving attempted shots at goal.

2. Take the ball away from the opposing side

The key measures here are fitness and skill.

  • Is the team fit enough to keep up with opposing team’s players?  Do they have the strength to block the opposing players path?
  • How many succesful tackles are made?
  • How many times does a succesful tackle take the ball from the opposing side?
  • How many times must the goalkeeper make an attempted save?

3. Get the ball to the midfield team

The key measures here are awareness and skill

  • How well does the team know where an unmarked or free player is?
  • How many complete passes are made?
  • How many passes are intercepted?

As you can see the individual performance of team members can start to be examined by breaking things down into how they work together as a team.

Behaviour

So far we have only concentrated on the processes of the team as these are the simplest things to measure but there is also the need to measure behaviour.  This is where the measures becomes qualitative rather than quantitative as we examine the team dynamic.  Following through with the football team analogy, these measures could include such things as:

  • Participation in training sessions.
  • Contribution of ideas.
  • Constructive communication and feedback.
  • Fostering team cooperation.

To measure the qualitative contributions of the individual requires a degree of awareness about that individual member, especially if there is poor performance in the team but everyone seems to be contributing.  This suggest that one or more of the team members is out of flow with the others.  This is where the value of a profile test such as the one provided by Talent Dynamics comes in.

Perhaps a team member prefers communicating in a certain way that is not being met and is pushing themselves to communicate outside their comfort zone.  Although on the surface it would show that the team is working well but in actual fact one team member is under more stress than the others, contributing to a lowering of the team performance.


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Talent Dynamics launches into Taiwan!

Paxton Hsu and his wife Shila Wang launch TD into Taiwan!

I’m really excited to announce that Paxton Hsu and Shila Wang are launching Talent Dynamics into Taiwan in June this year! Paxton and Shila already have a very strong base in Taiwan working with our sister company Wealth Dynamics and they are now adding Talent Dynamics Flow Consultant accreditation to their offering.

You can find out more about Talent Dynamics in Taiwan, at the upcoming Fast Forward Your Business event in Taiwan

Welcome to the Global Master Trainer team Paxton and Shila!!


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Shortlisted for BIBA Awards

Once again, we are all thrilled at TDHQ, to be in the shortlist for both the

Exporter of the Year and Change for Growth Categories in this years BIBA’s.

The interviews take place this month, fingers and toes crossed!


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Case Study – NHS

UK based Step 2 Performance Consultant Helen Williamson specialises in leadership programmes and development with senior teams going through organisational change.

Helen ran a one day Step One programme with the Business Support team for Birmingham Public Health.

 

How the programme has impacted

For the new leader the impact was immediate as it gave them the confidence that this was a good team that they would be leading, and that it had all the right mix of elements within each of the individuals.

The change in the type and depth of conversation that the team has was immediate, creating openness and a flexible approach. Already they have seen the benefit of this when they were unexpected without a team member for an extended period, as there is a new energy within the team that brings them together which the leader says is “palpable”. They are achieving more as they are now more focussed and aligned and have moved more rapidly into the “norming” stage.

Read the full case study here

 


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Case Study – Britvic

UK based Step 2 Performance Consultant Helen Williamson specialises in leadership programmes and development with senior teams going through organisational change.

Helen ran a one day Step One programme with the Britvic GB procurement leadership team.

How the programme has impacted

The change in the type and depth of conversation that the team has was immediate, creating openness and an immediate understanding and correlation of the alignment of individual strengths to key business activities and when not; the impact on working relationships and performance.

There has been a much greater awareness, not just of, where their individual value lies, but they can now see more clearly how they can effectively capitalise on each other’s talents to create improved results. It has also increased their awareness of their potential blind spots, so that they can consciously deal with these, to enable better and more complete solutions to be achieved.

Read the full case study here 


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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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