Pro-fitting Teams for Performance
Measuring Complementarity and Diversity
Team success depends on having the right mix of skills and not the right personalities. Skills are often categorised into the areas of:
- technical and functional knowledge- problem solving and decision making,- interpersonal relations
Our method, using AEM-cube® and S-curve methodologies, focuses on the second of these areas - on how individual team members:
- approach change and performance- identify problems and opportunities- evaluate the options and risks for moving forward,- make judgments on the necessary trade-offs and decisions as to how to proceed
Natural Contribution and the Growth Curve
Everyone has the talent to contribute to change and growth but no individual can, nor should expect to, contribute to everything optimally; everybody can be creative, some people can be exploratory, but nobody can do innovation on their own – the growth process will see to it that people will ‘run out’ of their competencies.
Modelling the growth process using the Growth-Curve helps explain what can go wrong with team performance.
Each stage of the Growth-Curve has different performance requirements. Developing ideas is different from achieving profit from those ideas. So the more strategically diverse the team, the more likely it is to be able to meet the challenges at each of the stages of the growth process. For example:
Beginning of Growth-Curve
theearly stages of the growth process needs performance with an exploratory, inventive, focus and an intuitive style of working to deal with the uncertainty present at the early stage of the growth cycle; e.g. a research and development team
Middle of Growth-Curve the middle stages of a growth-curve requires performance that is focused more on the short term, building scale and extracting value from that created earlier; e.g. a production team.
Top of Growth-Curve
the later stages of growth, as an organisation moves from an investment driven stage to the optimal point focused on margin, requires performance that is focused on control; maximizing the return on investment, being profit driven and fully exploiting the value created earlier in the growth process; e.g. a finance team.
Teams that do not have the appropriate balance of talent / performance contribution cannot deliver performance across a growth process – even though they may be functionally representative and have a healthy interpersonal dynamic; the growth process itself will see to it that the team will ‘run out’ of its competency.
Our tools represent and Illustrate each team member’s performance talent in one 3D picture, our method simultaneously enables both the evaluation and design of the team’s performance diversity - how the contribution of each individual team member’s performance complements that of others in pursuit of the strategy and how it develops over time.
The benefits of our method:
- the alignment of individual and team success achieving both organisational performance and individual learning and development- the building of mutual trust the provision of a dialogue which can be used to resolve conflicts, and builds effective team working
The provision of deeper and more actionable insights than profiling behaviours and competencies performance benefits
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