Tag Archives: coaching

BALANCE AT WORK BLOG

Case Study: Team Tuning

Many businesses are blessed with highly motivated and engaged staff who are industriously working toward their strategic goals.  Working as a team comes naturally to these employees and they are keen to find ways to work better together.  I was fortunate enough to work with one such team recently to fine-tune their team performance.

Process

All five members of the team completed the online assessment of their behavioural and work preferences.  On the day before the team coaching session, they received their individual reports.  

A team report, displaying all team members’ scores for each trait on one graph formed the basis of our team meeting.  Because we had only two hours for discussion, the agenda focused attention on four facets of the team report:  Motivation, Communication, Innovation and Organisation.

For each of these areas, we analysed and discussed the relative strengths of the team members to determine what was important to the team, how the strengths have helped them to date and what difficulties were present now.

Brainstorming of actions that would help the team capitalise on individual strengths and achieve the organisation’s goals resulted in a list of individual SMART actions. (SMART = Specific, Measurable, Achievable, Realistic, Time-framed.)

Results

Several factors that could be used to bring the team to peak performance were uncovered via assessment and the team discussion.  Here are a few examples:

  • One team member is highly organised and this strength will be put to good use in developing systems and processes in the business.
  • There is a team member who is not always comfortable putting forward their opinions or giving feedback.  Once the rest of the team were aware of this, they were able to explore ways to make it easier for that person to communicate with them in productive ways.
  • Some team members require more structure to their work, while others find structure frustrating.  Awareness of individual needs made it easy for others to suggest ways to accommodate those needs.

Benefits

On completion of the team meeting, the team had:

  • A better understanding of each others’ strengths, values and needs,
  • New, more effective, ways to work together,
  • Individual and collective accountability, with each member of the team responsible for specific actions that would make the team more effective and
  • Renewed commitment to their common goals.

Could this work for your team?

The manager of this team would be very happy to answer your questions.  Please contact us and we’ll put you in touch!

And remember to register for our webinar:  “How to Make Your Good Team Great.”  I hope you can join me on 7 July at 12 noon (AEST).

BALANCE AT WORK BLOG

Why I Dropped Kathy and Picked Up Dan*

This article was prompted by questions from readers…

Many people within financial services are familiar with the Kolbe system of measuring ‘Action Modes’.  An individual’s Kolbe profile is a good tool for coaching and team development and I’ve used it in these ways, before I started using Harrison Assessments (HA).

There are similarities between the two approaches (online, accessible to any sized organisation, multiple uses) and I won’t explore the theory behind them in this article.  There are three differences that prompted my decision:

1. Level of detail

If I tell you my Kolbe is 8652 (Strategic Planner), experienced Kolbe users will know quite a lot about me.  It will be a generalisation, of course, as each number is a score out of 10 for each of the four different modes (Fact Find, Follow Through, Quick Start and Implementor).

I admit I can’t give you a quick summary, in numbers or words, of my HA profile, although you’ll find some of the details on our website.  This is because HA measures 156 different traits on a 1-10 scale, resulting in reports that are unique to the individual, rather than classifying them as an ‘Innovator’ or ‘Mediator’ for example.  The 156 traits are made up of personality, task preferences, interests, work environment preferences and motivations.

The reports themselves provide detailed interpretation for the end user.  For example, for a job candidate who has a low score on ‘Analyses Pitfalls’:  “Joe usually does not enjoy analysing the potential difficulties of plans or strategies and may sometimes neglect to do so.  Therefore, it would be best if he were to receive other input before making important strategic decisions.  Joe’s lack of enjoyment of analysing potential problems will probably have a somewhat negative impact on job satisfaction and/or performance.”  How good would it be to know this information before you appoint a new manager?

This is focussed, practical information you can use right away, either in a second interview or to coach the new employee.

2. Data utilisation

One set of data from one 20-30 minute online questionnaire is used to produce all the reports below, listed by application: 

  • Candidate Screening – Job Success Analysis, Group Screening Report
  • Candidate Interviewing and Selection – Interview Guide, How to Attract this Candidate, Paradox Graph and Narrative, Traits and Definitions Report, Summary and Keywords Report
  • Retention and Development – How to Manage, Develop and Retain, Development for Position, Development by Trait, Paradox Graph and Narrative
  • Team Development – Team Paradox Graph, Trait Export
  • Career Guidance and Development – Career Options, Career Development, Career Comparison

To see samples of these reports, please visit our website.

3. Customisability

Because HA is based on work performance research, there is the facility to compare employees and/or candidates to job templates for a specific role.  There are over 200 generic templates in the system and each one can be customised to the requirements of the job and the employer.  We’ve even adjusted templates to check for a good match with the manager.

For our clients in financial services, we have developed a set of templates which we then modify to their specific business requirements.  For example, it they’re hiring a paraplannner and want them to have significant client contact, we would ensure traits such as ‘Outgoing’ and ‘Diplomatic’ are included in the template.

This flexibility can also be applied to staff and team development.  If, for example, a broker is just not brining in the new business they were hire to achieve, we could assess their scores on a range of relevant traits, including traits such as ‘Persistent’ and ‘Optimistic’ and coach them to better performance by building on their areas of strength.  Of course – ideally – you would have known these scores before you hired them!

The detailed reports, as you can imagine, are invaluable for both team and individual coaching.  For teams, we are also able to plot all team members on the same chart, to give an easy to read overview of the team’s strengths and challenges.

The reason I chose to train and gain certification with Harrison Assessments:  So I can provide my clients with the best available information for people management decisions and coaching.

*Kathy Kolbe and Dan Harrison