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    Sample Team Diagnostic - English PDF

    Uploaded by

    Lili

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    © All Rights Reserved
    Download as PDF or read online from Scribd
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    Welcome to the Team Diagnostic™ Teams are the engines that drive successful organizations. Teams produce results that individuals simply UAE et EL CR oY Dem RCC cramecce et project, virtual — and the pressure is on teams to et en cen CS coe The Team Diagnostic” is a state of the art na ae oR CeCe high-performing, sustainable, inspired teams. REPORT FOR Successful Team Sample Team Diagnostic Ciemcooering x ft Introduction rnc nenatand 295A Ah Ave | 2 Introduction “Teamplayer: One who unites others towards a shared destiny through sharing information and ideas, empowering others and developing trust.” — Dennis Kinlaw ‘Team Diagnostic” The resuks you are holding revesl a porenic ofthis team as & is oday — and, as the team perceives itself. This is not a report created from outside analysis. Ic is a compilation of the team’s views of what completey describes this eam, what does not describe this team and a wide range of everything in between. ‘The report reveals the ream in many layers from the highalticucle meta view of the team as a whole to individual anonymous responses 10 open-ended questions. Each layer adds to che picture of the ream and the coral picture creates rich territory for discussion. As you review this repert itis important ro nocice the emphasis on strengehs. This is fundamental to che approach taken with the’Team Diagnostic’ model. No matter what the scores are, every team has serengehs to acknowledge and lean inco as the team addresses ies needs and for ongoing development. The ince The Team Diagnostic” provides 2 baseline for your team and a map for ‘moving forward. In the end, ic is the team thar will decide the course direction for the next phase ofthe journey. rnc nenatan 2984 Ah Are | 3 The Goal Team Diagnostic From che organization’ point of view, ceams exist to produce results, Thacis the measure that makes a difference. Ic is this goal thar drives, every aspect of the teams life from inception onward. Teams are constantly monitored against results delivered. Bur oueput i only hal of the sory for reams that produce results. The most successful and most effective teams in producing results are also teams that have developed the ability o be sustainable as well. There are times in the life ofany ‘eam when 100% of the focus must be on the task. the deadline and the deliverables. Buc the incensiry of the heat of that focus is nor sustainable Burn out is the predictable resule and reams that are burned our eventually disappoine when it comes to achieving results The question co ask then is, “What are the essential factors that go inco creating « high performing sustsinable team?” Before we address thar quesion however, i is worth looking at a more basic question, “What isa team?” It’s easy to assume we all know what that means. Ws esental dhat we have a dear understanding. ram cei irenstond 216A Ah seed | 4 What is a Team? ‘Team Diagnostic’ “Teams rely on intense, collaborative work to accomplish a specific goal or task that could not be accomplished as well by an individual or a work group. An effective team increases the productivity, satisfaction, and growth of each of its team members, the team itself, and the rest of the organization.” — Jon R, Katzenbach and Douglas K. Smith ‘The Wisdom of Teams: Creating the High-Performance Organization A ream ismore than a collection of individuals. A ream isa sdection of people pur together fora commen purpose with identfizble goals, clear for results. In organizations today, tezms are assembled, chartered, implemented and disbanded at anextraoedinary rae. rnc ntenatans 2154 Ah Are | 5 What is a Team? ‘Team Diagnostic” Teams exise o accomplish cercain functions and produce results, as we've said. The form of team depends on the team’s objectives and structure, Inaddition toa traditional functionally structured team itis very common today 1 also be on one of the three team types below. + Project teams exist for a very specific purpose and ypically work against a fied timeline. When the project is completed the team members may be reassigned or reformed as a new team for a new project. + Cross.fumetional teams may or may pov have a fixed assignment and timeline. ‘The team draws its membership from a variety of sources, all ‘of which have a stake inthe teams results + Virtual teams may have many different purposes to perform. They are characterized by being geographically disbursed and their reliance on technology to mainiain communication within dhe team, rnc ntenatand 2154 Ah Are | 8 What is a Team? ‘Team Diagnostic’ Nested teams represent ceams wichin ceams or teams with overlapping membership, sometimes with overlapping goals and mission, In fact, most people in organizations today are on multiple teams. + How many different teams are you and your team members on? + Where do you overlap in other areas? you overlap rnc nenatand 295A A Ave | 7 The Model “The fundamental task of leaders is to prime good feeling in those they lead. That occurs when a leader creates resonance — a reservoir of positivity that frees the best in people. At its root, then, the primal job of leadership is emotional.” —From Primal Leadership by Daniel Goleman, Richard Boyatzis and Annie McKee ‘Team Diagnostic’ A System's Approach to Teams AAs we can see, a team is different from a group. In Fac, itis a dynamic system of interrlationships. The Team Diagnostic’ is built on a systems approach co wor “The diagnostic is designed to reveal the system by taking the individual views of the tam members and sgraphicaly creating an aggregate picuure. The eam is measured on two axes: the team’s perception of it “productivity” strengths and che teams perception of the “posi Simply put, “productivity” strengths describe the capacity to perform the function required of the team. “Positiviey” strengths describe the process and relationship required to performas a team. The word pestivity is derived from Daniel Goleman's work with Emorional Intelligence. If we put “productivity” on a horizontal axis and “positivity” on the vertical axis we crearea four quadrant matrix with teams that are characterized by: Low Productivity and Low Positivity Low Productivity and High Positivity High Productivity and Low Positivity High Productivity and High Positivity rnc eration 2184 A Are | 8 The Four Quadrants Team Diagnostic™ Low Productivity High Productivity an Sey PTNISAM change Fesistant — Don't “Rock the Boat” ee Peet) Pee one ears eee ny Creer) et eo Low Positivity [elie ea en P Seen ant fe ee eae ) See rents aera a Pie eae ae rnc eration 2184 A Are | The Model — Productivity ‘Team Diagnostic’ Productivity Strengths support the team. _arjeymonz ther isa sense common mision and purpose in achieving results, accomplishing tasks, ‘We value cooperation, cohesion and interdependence. The seam staying on course to teach goals and collectively owns thei results. objectives. The Team Diagnostic” model «Gale & Strutegiess'The tam has clear, chalknging objectives; thereis identifies seven attributes necessary for alignment on strategies and priorities. Objectives are linked to teams to achieve high performance. recognition, rewards and compensation. The seams highly resibene and not easily defeated in is goals + Accountability: There is cacy of roles and responsibilities with high follow through. When problems arise the ream responds. Team members actively hold each other accountable for team agreements. + Proactine: Change is embeaced and seen as vital ro this ream and to the larger organization. The team is nimble and flexible in addressing ‘opportunities for change, responding positively and creatively. + Decision Making: The ceam has clear and efficiene decision-making, processes, which have proven effective over time. + Resources: "The team manages adequate resources 10 meet its objectives. “There is sufficient expertise w accomplish che teams objectives. + Team Leadership: The team leader's roleis clear and supportive of the team asa whole. There is a strong sense of team leadership; team members take inicative to provide leadewship as the need for initiative rn cei renatand 2184 Ah Ave | 10 The Model — Productivity Strength ‘Team Diagnostic” Ee Productivity Ee Strengths rn cig nenstond 246A Ah eet | 11 The Model — Positivity Positivity Strengths focus on the interrelationships between team members and the spirit or tone of the ‘team as a system. The seven strengths in the Team Diagnostic” model are drawn from a number of research sources including Emotional Intelligence, Positive Psychology, and academic research into relationships that work. ‘Team Diagnostic” ‘Trusts Ics safe on this team co speak your mind, openly. We can counton each other; we are reliable. The team does not operate in a fear-based environment. Respect: There isan atmosphere of muwual respec and genuine positive regard. Contempt and hostility are not roleraced. ‘We empower other members of the team to contribute. Camaraderie: There's a rong, sense of belonging to the veam. "The team celebrates and acknowledges accomplishments. Empathy, playfulness and humor are present. Communication: Clear and efficient communication is valued over les: direct approaches such as pol avoiding necessary conversatioi Constructive Interaction: Conflicts seen as an opporcunity for discovery, growth and creativiey The team avvids criticizing, dlensvenes and finger pointing, We giv and recive feedbackwel Values Diversity: The team is open-minded and values differences, in ideas, backgrounds, perspecives, personalit fstyles. Diversity is considered vical. Optimism: The team has an inspiring shared vision. They are enshusiistc, forvard looking snd appreciative ofeach other. “There are low levels of ey helplessness, hopelessness or dwelling 1g, oF consistently , approaches and. rnc enatans 295A Ah Ase | 12 The Model — Positivity Strengths ‘Team Diagnostic” @&}> Positivity es) Strengths rn cnc enatans 2184 Ah sre | 19 The Model — Productivity/Positivity ‘Team Diagnostic” “Teamwork is the ability to work together ) toward a common vision. The ability to al direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results.” — Andrew Carnegie a The fuel thac Camegie refers coisa high-energy miscure of equal pars Productivity Strengths and Positivity Serengehs. Typically organizations focus on the Productivity measures; they are a dear, direct way to impact results. Research continues w show however, that organizations cht focus on Positivity improve Productivicy. rx ani eration 2954 A Asa | 1 Multiple Views ‘Eramples ig ‘Team Diagnostic” The Team Diagnostic” provides multiple views of the ceam created from the collected daca. Each view adds to the rocal picture of the team; the differenc layers allow the team to mine deeply from the instrument. Quad Diagram. The “Footprint” Shows the range of the highest and lowest scores on starements in the diagnostic: Productivity onone axis and Positivity on the other. The box created by this selection shows the orientation of the team on this matrix. Polar Diagram The Polar Diagram provi the first composite view of the eam using scores frem seven Producti ry Strengths and seven Positivity Screngths. In this visual, team members can € rongest and weakest areas and see the potential for improvement. The ideal ream would score at “9” all around the outer circumference. ‘The various shapes chat appear often start the early conversation. rnc renatan 2164 Ah Ase | 8 Multiple Views Bamps | Hd 1 st ‘Team Diagnostic” Bar Charts The bar chares break our the seven Productivity Strengehs and seven Positivity Strengths and pur them in rank order from highest score to lowese. ‘The bar charts are ako a quick visual reference to “the gap” — the distance between the ream scores of today and the “9” thar is che ideal and goal ro stive for. High 5 and Low 5 for Productivity and Positivity This table shows the five items from the diagnostic that received the highest team score and the five the lowest ream score in both the Productivity and Po: Comparing the top 5 and bottom 5: on the left or “high” scoring side are the strengths and reputation of the organization. ‘This is what the ‘eam is known for. The rightor “low” scoring side reveals prime areas for ongoing development. rnc erations 2164 Ah Ase | 16 Multiple Views amps QE what are the Top 3 strengths of this team? ‘Team Diagnostic” Least Agreement/Most Agreement These ewo graphs show where the ream is having very differen perceptions and where there is general agreement. The Least Agreement graph shows the widest range of divergenc epinion on a shore selection of questions. ‘The second graph, Mose Agreement, shows a high level of congruence on a short selection of questiors. (On this second graph, even if che scores are low there is more nearly consensus about the team’s opinion in dese areas. The statements on these two graphs reveal another layer of information about the team. Open-Ended Questions We have now moved from the high- hearing from individual voices. The identity of the voices i sti but individual voices are represented — and because they are anorymous, cach voice is given equal weight. rude meta view of this ream ro jidden ‘The different views provide different angles on the system, and different lenses to view that system. Combined, these elements create an extraordinarily deep portrait of the team. rn cnc enatand 2184 Ah Are | 17 eee Consortia ABC Coaching ‘eempleot cscs lage goes fee! Successful Team Sample Team Diagnostic rn cnc renatan 2184 Ah Ase | 1 Team Matrix Position High Posttivtty Low Produetitty High Productivity Low Positivity nm cnc renatans 2164 Ah Ase | 18 Team Matrix Position ‘Team Diagnostic High Posttivtty Low Produetitty High Productivity Low Positivity rnc renatan 2184 Ah Ave | 20 Polar Diagram ‘Team Diagnostic” Trusty _Respact Team Leadership a a a Camaraderie Resources Communicaton )— Interaction Jn Diversity Goals & a stratogios rn cei nenstond 216A Ah Reed | 24 Productivity Strengths Rating ‘Team Diagnostic” Alignment Accountatilty TeamLeadership Goals & Strategies Resources Proactive Detision Making 1 2 3 a 5 6 7 6 3 Does Not At All Describe Our Team. ‘Completely Describes Our Team rnc enatand 298A A Ase | 22 Measuring the System ‘Team Diagnostic” Highest and Lowest Productivity Ratings ‘Team goal is a score of "9" Completely Describes Our Team HIGHEST Rating — LOWEST Rating gene esc oe We have adequate resources to Doe Re eo succeed. 57 Pe CurrCe ec) Wetailo ourdecsionmaking process 7 Coe Caen U to tho situation eee ea sea Symptoms of burnoutare not present Ete ees u on our team, oo We do not make excuses when the job We have an efficient decision-making g Cone a y proses SLES ere ners We revist bad decisions to explore 46 oot g alteratives, rnc renatand 2184 Ah Ase | 28 Positivity Strengths Rating ‘Team Diagnostic” Camaraderie Respect Optimism Values Diversity Communication Consttuetive Interaction Trust 1 2 a a 5 6 7 6 8 Does Not At All Describe Our Team. ‘Completely Describes Our Team rum cui ntenaton 2154 A Are | 24 Measuring the System Highest and Lowest Positivity Ratings ‘Team goal is a score of "9" Completely Describes Our Team HIGHEST One e ce ea reise fever ee cer Teen CSE ees CT Cr es Deer on Oger h aig We do not crtcize and blame each other, Rating LOWEST We regularly provide each other with constructive feedback, We promptly and directly address coricts We communicate clearly and eficienty. We dravr out all opinions on ourteam, even the unpopular ofinions. We have team agreements regarding how we interact when confict aiises ‘Team Diagnostic” Rating 5.0 48 47 47 37 rnc renatan 2184 Ah Ase | 26 Least Agreement ‘Team Diagnostic” 7 8 4 3 2 1 (@ Exhasstionis not an sue en ourteam, We do nottendt del on our team's past cuties © Teammenbers to notcrtze overs behind hei backs © symptoms of bunout ae net present an our team, © We prompty anc dec adders cones rnc renatan 2184 Ah Ase | 26 Most Agreement ‘Team Diagnostic” @Plytuness and humor are present in ou reltionships. (GQ We have hat adequate traning tebe as effective os weneedto be € ur team leader exercises a broacrange of appropiate leadership styles ee pending onthe stat. {@ Theres temencous enthusiasm and extn on our eam © We are noth equerty tustrted ith each eter rnc enatand 2184 Ah Ase | 27 Open-Ended Questions ‘Responses to the Team Diagnostie™ open-ended questions appear below. ease note: Due tothe number and length of responses, answers may display on muliple pages. ‘Team Diagnostic” For us to be really successful, what do we need to get better at? Do more of? Create siructures and accountabiliy; clearer work plans 1. Cohesive strategy for generating internal sales leads doesn’t exist - makes use solely dependent on referrals rom clients andior industy contacts, 2. Not as pro-active with some cients ~ can lead to client dissatistaction and being viewed as only useful na sticky situation 3. Implement more effisient processesisy stems communicate more often Leain more how to build from conic, Improve communtation streamine Have a better reward system taking more risks, dont be afraid to fal, stay vulnerable and ask for help working with change Communication Have more respect and treat each other fairly and equally rum cui enatan 215A A Ase | 28 Open-Ended Questions ‘Responses to the Team Diagnostie™ open-ended questions appear below. Rease note: Due tothe number and ‘Team Diagnostic™ length of responses answers may dspiay on multiple pages ‘s For us to be really successful, what do we need to get better at? Do more of? “value of diversity and various strengths rum cnc renatand 2184 Ah Ase | 20 Open-Ended Questions ‘Responses to the Team Diagnostie™ open-ended questions appear below. ease note: Due tothe number and ‘Team Diagnostic™ length of responses answers may dspiay on multiple pages ‘s What are the top three strengths of this team? Camaraderie Trust Reslliance

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