The Financials are what Happens Because of the People

July 24, 2018 Uncategorised 0 Comments

I’ve thought a lot about investment opportunities and why they do or do not work out. I often frame this

I’ve thought a lot about investment opportunities and why they do or do not work out. I often frame this up for companies around mergers/acquisitions.

Here’s what is interesting: according to 2016 research from L.E.K. consulting analyzing 2,500 mergers, over 60% fail.

This seems almost impossible on the surface. Before a merger ever becomes official, there are countless hours of research, analysis, prep, financial statement review, and quite possibly hundreds of meetings of key stakeholders about what the deal will mean. There’s a lot of prep.

But even with all that prep, over 6 in 10 are actually destroying shareholder value.

How is that possible?

Well, it’s actually entirely possible — and factual, as we’ve shown — because the prep focus is misguided. It’s too much about the financials and not nearly enough about the people.

Think about it in these simple terms: usually, organizations of any size try to scale up with a sales function at the very least. So whenever there’s an acquisition, by definition you’re going to combine two sales functions — and often two marketing functions, two operations functions, etc.

Those are people. The people had different processes and workflows and relationships and managers and ways stuff gets done. Now you’re combining those two units into one, essentially. That’s going to change a lot about the people, how they feel, how productive they are, etc.

And the people are what drive the business. The financials are what happens because of the people. So you need a way to figure out what’s going to happen with the people and the teams on any investment deal.

As HBR notes:

As our research has shown us, the core of the problem is not the high number of M&A deals in itself, but rather that too many executives bring insufficient discipline to the evaluation process that fuels these deals — as a result, they often get deals wrong. For instance, despite the importance of accurately identifying and calculating company synergies, diligence work frequently results in an overly optimistic view of the revenue synergy opportunity. Often the weakest assumptions involve estimates of how much additional revenue the companies can generate when combined. This, in turn, leads bidders to overpay.

Similarly, Forbes has noted:

Wolff Olins’ recent leadership study backs up these points. It indicated a shift from a concentration on outputs like sales to inputs like creating and building culture. This is in line with the power of building winners over trying to win. The CEOs surveyed talked about the need to hold their reins looser with the new generation, about the need to be more comfortable with ambiguity as they let their employees take greater leadership roles.

McKinsey has even done a graphic on cultural effects in mergers:

In short: you can’t just focus on the financials and the top/bottom-line implications of the deal. Those are important, but they can’t be the be-all and end-all — because if the people don’t align and the teams can’t mesh, those revenue projections are going to be off anyway.

I help with this by applying Teamability® tech – to the people side of investment opportunities, so that you can be more confident in the eventual outcome. Feel free to contact me and learn more! I love helping people get these deals right by understanding the human side of the equation.

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Understanding a Person’s Teamability® & Team Dynamics are Keys to Success

May 30, 2017 Uncategorised 0 Comments

Everybody knows that it’s good to have ‘the right people on the bus,’ and to have those people sitting in

Everybody knows that it’s good to have ‘the right people on the bus,’ and to have those people sitting in the ‘right seats on the bus,’ but this is not an easy thing to do!

The right people are the ones whose Role is a fit to the mission of the team. The right seat is where the job responsibilities are in alignment with a person’s Role.

Successful group achievement depends on how people ‘team’ with each other. In today’s organizations, team players are high-quality nodes in a performance network. Business has a long history of focusing on people as a collection of ‘traits and talents’ each with a fixed price tag, this is a Transactional – not a Strategic – point of view.

Transactional View        vs    Strategic View

Recruitment cost       vs.          Lost opportunities

Time-to-hire vs. Lost productivity

Time-to-productivity vs. Lost customers

Training hours vs. Quality issues

Development cost vs. ‘Brand’ impact

By combining experience in recruitment, coaching and consulting with Team Performance Analytics generated by Teamability tech TeamQuest shares this updated way to understand people and make decisions about where they will ‘fit’ best, and about structuring teams for success.

Team Performance Analytics employ The 3 Dimensions of Team Interaction

1.   Ability to connect with others and form collaborative relationships;

2.   Ability to communicate with the intent to advance the team’s mission; and

3.   The intrinsic way a person seeks to make meaningful contributions to their team.

Average employee turnover is 12%, standard HR practice calculates average turnover cost at 1.5 times salary. But what about the effects of poor teamwork and hiring errors that cause failed strategic initiatives, damaged relationships, lost time, lost sales, and related issues and costs? The ‘collateral damage’ of a failed hire or promotion can assume dizzying proportions.

For example a company with an annual turnover cost of about $300k – as measured by the ‘transactional’ method but the combined impact of a single bad hire, in this case, a VP of Sales cost the company over $4 million – that’s 14 times the transactional view of turnover costs.

We have some good reasons for taking a new approach to how – hiring and team performance issues are addressed. There is cause for concern regarding the persistence of a transactional mindset when it comes to decisions about people impacted by hiring, downsizing, mergers, reorganizations and even Angel or Venture Capital investing.

Failures are almost always due to people problems. TeamQuest by investing in Teamability tech has made a positive impact on individual and team performance, and brings tremendous opportunity to minimize risks considered ‘the cost of doing business.’

Better Process + Better Information + Better Decisions + Better Teams = Better Performance

The Teamability exercise assessing people in terms of Role, Coherence & Teaming Characteristics. These metrics are significant scientific advances in team performance methodology and are proprietary to Teamability tech.

An individual’s Teamability and Team Dynamics provide highly relevant information for making decisions that directly impact individual, team and organizational achievement.

When people are working together, the key to success is embedded in how well they ‘team’ with each other.

Whether it’s an executive team, a customer service team, or a sales team, the most effective team play provides the most value.

Understanding people’s Teamability & Team Dynamics are intersecting keys of information enabling the best possible decisions.

TeamQuest provides unparalleled information to understand each team member’s role on the team, ability to perform when collaborating with others to solve problems, overcome obstacles and achieve common goals.

Discover what’s going on inside your teams. Decide virtually everything: whom to hire, where you need to make changes, whom to move, whom to change and whom to promote.

Create teamwork in project teams, production teams, sales & service teams and all teams. Compare high to low-performing branch offices, franchise locations or virtual teams.

Power-up every aspect of your business; Leadership, Recruitment, Engagement Productivity, Service, Quality and ROI.

To get started contact Marci Schnapp, Certified Teamability consultant & Founder TeamQuest Advisors to put her to work for you!

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TeamQuest Presents A Proven & Bias-Free Way to Build Winning Teams

May 30, 2017 Uncategorised 0 Comments

Most assume that bringing on the best talent will maximize results for their organization. The mistake, however, is assuming that these

Most assume that bringing on the best talent will maximize results for their organization. The mistake, however, is assuming that these individuals that have the best talent, will work well in their team. The concept of ‘teaming’ is to put together people that will create the best results as a team, irrespective of individual levels of talent.

Teaming happens between two or more people. Some do it differently from others. Some do it better than others.

It is understandable why organizations rely on acquiring talent: talents are often easily quantifiable, making it relatively simple to distinguish the most talented candidates. Employers typically rate candidates on experience, knowledge, skill, education and personality. The employee that scores the highest gets the offer! But that person may be completely wrong for the company’s team.

The concept of teaming is not intuitive; it’s harder to measure and is dynamic. It is important to note that the best and brightest do not always make the best team players.

So how do you measure teaming? Business is a Team Sport! The ramifications of this fact extend far beyond the ‘soft stuff’ of team-building and motivational programs.  From a business perspective, a ‘trait’ is just one ‘slice’ of a person – a component. Individuals who have the same components can exhibit very different behaviors. Business value comes from how people behave. To predict performance, you must measure behaviour.

In Business Activities, It’s Behaviour Between People That Results in Positive ‘Teaming’ That Adds Value and Produces Results

Using a Barometer is a new approach to hiring based on the teaming concept. A barometer, as opposed to a thermometer, will tell you a lot about big-picture weather trends …will it rain? …will it shine? To measure the quality of teaming we need a particular kind of instrument. Intelligence, personality traits, aptitudes, interests, and values all play a part in human interaction, but measuring them separately is not the same as measuring how people ‘team.’

To create Teamability®, Drs. Presser & Gerber had to figure out WHAT they were trying to measure, and then HOW to elicit and measure it. It took them more than 25 years, including three separate cycles of research and testing, and nine years of software development.

Teamability tech employs complex new technology (multiple interlocking behavioral simulators) to identify ‘teaming behaviors’ that affect the successful performance of both individuals and teams.

Teamability takes into account a person’s 1) ‘Role’ in the organization, 2) ‘Coherence’, and 3) ‘Teaming Characteristics.’

Teaming Metric #1: Role

‘Role’ is a person’s attraction to one of ten specific organizational needs, e.g., planning vs. execution vs. helping others. Role is key to getting the right person to handle a specific set of job responsibilities

An organization, as some have said, has ‘a life of its own.’ For any organization – large or small – to survive, a range of needs must be met and maintained: a purpose, mission, plans for the short term and the future, the execution of tasks, the distribution of resources, and so on.

The underlying theory of Teamability addresses ten fundamental organizational needs. When a person has a clear and dominant attraction to serving one of these requirements, that is their ‘Role.’ On occasion, a person may have an affinity for more than one Role, or the potential to develop a secondary Role.

Understanding Roles – and the strength of a person’s Role – provides relevant information about a person’s flexibility and potential to advance in the scope of responsibility.

Teaming Metric #2: Coherence

‘Coherence’ describes orientation to group achievement. Coherent people typically work well with others.

Team play is not always easy. It can be very intense, requiring a high tolerance for ambiguity and uncertainty. And when change or challenge enters the picture, a team may be subjected to extended periods of stress. Coherent people can handle the demands of sustained ‘teaming.’

Teaming Metric #3: Teaming Characteristics

‘Teaming Characteristics’ are the qualities of a person’s work with other people, inside and outside the organization.

When we talk about Teamability’s measure of ‘Teaming Characteristics,’ (TCs) we are talking about the tens of thousands of variations in the way people work with other people – whether on a team inside the organization, with customers, or with other stakeholders.

The Teaming Characteristics in a Teamability report are relevant to the business context. Because a given TC may be a good fit for some jobs, and not for others, it is rare for all of the TCs in a Teamability report to seem ‘agreeable.’ What’s important is that Teamability gives individuals, as well as leaders, mentors, and coaches, useful details relevant to the position in question.

Now that you know there is a way to measure the quality of each person’s team fit and performance we encourage you to try it!

Contact TeamQuest for us to demonstrate the value-add of Teamability for improving the quality of hire, for analyzing and resolving team performance problems, for employee or leadership development, and for other strategic and operational business initiatives.

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Ten Performance Indicators of Effective Team Players

February 10, 2017 Uncategorised 0 Comments

The following list is compiled from Actual Teamability® reports. Teamability tech reveals the # 1 Performance Indicator: “How will a

The following list is compiled from Actual Teamability® reports. Teamability tech reveals the # 1 Performance Indicator: “How will a person perform when collaborating to solve problems, overcome obstacles and achieve common goals.”

  1. Make superior decisions in a consistent manner that is aligned with the organizational culture and focused on the broad goals of the organization.
  2. Persuade others, have an impact on them and mobilize them in order to advance the organization’s purposes and guarantee the organization’s as well as their own best interests.
  3. Identify obstacles as well as real and potential problems and then strive to enlist the aid of others to prevent or overcome them.
  4. Gain the confidence of others, and credibility, through their own integrity.
  5. Consistently gives their best, and have pleasure, passion, and pride for what they do
  6. If someone comes to them for help, will do whatever necessary to assist.
  7. Identify and encourage workers’ talents and guide them well enough to ensure the organization’s future.
  8. Consider everyone’s interests in a fair manner without favoring some at the expense of others.
  9. Understand their own limitations in making decisions,
  10. Lead projects and manage processes in an effective manner that usually includes influencing people in a constructive way, even those who may be quite different in their thinking and customs.

“Teamability is like having the answer key to a million-piece organizational puzzle.”

R. “Ray” Wang Chairman and Founder Constellation Research

Teamability defined:

1) Ability to connect with others and form collaborative relationships;

2) Ability to communicate with the intent to advance the team’s mission; and

3) The way a person chooses to make meaningful contributions to his or her team.

I work with business owners, leaders and stakeholders to help solve today’s business challenges.

·     Uncovering what’s really going on in your organization.

·     Understanding why some people create synergy & collaboration while others create roadblocks & obstacles.

·     Getting the right people in the right seats fast.

·     Evaluating people fairly and objectively.

·     Creating strategic & sustainable processes to build inclusive, high-performance teams.

·     Improve company performance, employee workplace satisfaction & engagement.

·     Reduce risks and make more informed decisions.

Knowing people’s Teamability & understanding Teams Dynamics are critical to making fully informed business decisions to achieve ROI.

A New & Bias-Free Way to Know

Teamability tech is new, it’s NOT derived from personality factors data, from Engagement, EQ, or ‘Strengths’ surveys, or from any other familiar tools or methods.

For more info or to book a confidential consult: Email or call 416-953-0079.

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The Fine Print

February 10, 2017 Uncategorised 0 Comments

Past performance is no guarantee of future results. Any historical achievements may not reflect actual future performance. So How Can

Past performance is no guarantee of future results. Any historical achievements may not reflect actual future performance.

So How Can We Predict Future Results? 

In 2010, after 12 years of experience in executive search, recruitment and coaching I became the first person in Canada to apply a new methodology called Collaborative Team Structure® and Team Performance Indicators both generated by a bias-free & award-winning Tech called Teamability®.

Teamability was launched in early 2009 by behavioural scientists after 25 years of research and 9 years of development, it reveals 3 dimensions about people:

1)   One’s ability to connect with others and form collaborative relationships;

2)   One’s ability to communicate with the intent to advance the team’s mission; and

3)   The way a person seeks to make meaningful contributions to his or her team.

I have seen first-hand that this tech works and these performance indicators are the actual KEYS to creating positive teamwork, selecting the best person for the job and team and improving the bottom line.

The following is a list of Performance Indicators I advise my clients to Avoid Working with @ All Costs:

·     Little or no real understanding of the importance of others helping to achieve one’s own goals

·     Convey to the team a harsh and negative attitude toward overcoming the challenges they face

·     Cannot focus effectively on attracting, retaining or developing the organization’s staff thus discouraging talents and failing to guide and develop successors to ensure the organization’s future

·     Little or no idea about what is going on with the others who are on the same team

·     Leads through demands and force

·     Unavailable to their reports, show no interest in them and are not ready to answer their questions.

·     Exclude any cooperation from others except insofar as they do as they are told

·     Not as enthusiastic about the organization’s results as if they were the results of their own businesses

·     Do not consider anyone’s interests in a fair manner without favoring some at the expense of others

·     View others as servants who are doing what is expected of them and no more

·     Pessimistic about the organization’s results and perpetually dissatisfied with them

·     Unable to establish either short or long-term goals for the organization in such a manner that others can act to achieve them

·     Try to impose own beliefs and moral principles on others whether this is welcome or not and do it in a way that is not helpful

·     Very much interested in giving others advice but it too often lacks real insight so it becomes just a nuisance

·     Makes poor decisions that do not take into consideration the variables and risks inherent to the organization

All the vision and ambition in the world won’t bring about desired results without quickly and objectively identifying not only rock stars but people who may be pitfalls.

We now have the tech to quantify individual performance and teamwork in order to bring about the future results we desire.

Today I am working toward changing the business landscape by using cutting edge tech to objectively identify and recruit team players and build high-performance inclusive teams.

In light of everything I have learned over my career, I have come to understand that knowing and understanding the ways that different people seek to provide meaningful contributions to their teams is the most valuable in predicting future success in a job, on a team and in an organization.

I have effective gone from an outdated talent model of subjective ‘individual performance’ to an updated and integrated talent model of objective, data-driven ‘team performance.

Using experience & awarding winning bias-free Teamability tech I can help you by:

• Providing strategic and objective advice for entering into partnerships, creating leadership teams, selecting individuals to join an existing team;

• Using teaming metrics to identify why some are people are productive and others bring problems and create obstacles;

• Designing high-performance teams and recruiting the best team members for maximum impact, success and value; and

• Recommending actions necessary to remedy team and organizational performance problems

Contact me by email or call 416-953-0079 because I have the”secret sauce” necessary for attracting, selecting, developing, leading and motivate people.

I am a progressive and out of the box change agent helping clients to select the right teammates, build high-performance teams and integrate talent acquisition, talent development and engagement to increase ROI and reduce turnover and stress.

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3 Game-Changers that Predict Success: Hiring, Leading and Team Building

November 13, 2015 Uncategorised 0 Comments

What is A Game-Changer? “A game-changer is a newly introduced element or factor that changes an existing situation or activity


What is A Game-Changer?

“A game-changer is a newly introduced element or factor that changes an existing situation or activity in a significant way”.  Merriam-Webster

Today’s talent measurement, hiring, and promotion practices are broken. They date back to the 1940’s for the most part and are based on an illusion of ‘individual performance’. Hence the alarming statistics about employee disengagement, employer discrimination, workplace bullying, and harassment and crimes committed on the job.

Cost of a Bad Hire: $892 Million for J.P. Morgan. The bank agreed to a guilty plea and $892 million fine related to the foreign-exchange activities of one trader – The Wall Street Journal, May 20, 2015

Cost Bad Hiring Practices: Target to pay $2.8M to upper-level applicants. Tests for upper-level jobs screened out blacks, Asians and women, EEOC says – Star Tribune, August 24, 2015

Lack of Gender Diversity:

  • Men hold 63% of managerial jobs in Canada while women hold 75% of clerical and administrative jobs. Statistics Canada, Labour Force Survey
  • In 2013, the percentage of women directors in FP500 companies was 15.9%.
  • In 2014 Among FP500 companies, 40% had no women directors and only 26% of these companies have women CEOs. Catalyst Canada
  • As of October 2014, women represented a mere 20.8% of board directors of companies on the Canadian Stock Index. Catalyst Canada

Lack of Engagement: 68.5 % of Employees are disengaged. Gallup Employee Survey 2014

Workplace Crime and Bullying:

  • Up to a third of workers may be the victims of abuse by workplace bullies – Workplace Bullying Institute
  • Jian Ghomeshi, disgraced former CBC Radio One show Q, facing three new charges of sexual assault – National Post, January 18th, 2015
  • CBC inquiry concludes management mishandled Jian Ghomeshi – CBC News, April 15, 2015
  • David Russell Williams is a Canadian convicted murderer, rapist, and former Colonel in the Canadian Forces – Wikipedia

It’s time for a Game-Changer!

Two behavioral scientists Dr. Janice Presser & Dr. Jack Gerber decided to collaborate in pursuing this question: ‘What happens when people team together, and can it be measured’? The result was the creation of Teamability® tech. Teamability tech produces three Game-Changing metrics that have not been available through any other form of measurement.

The 3 Game-Changing factors revealed by Teamability tech are:

  1. Coherence: a  person’s orientation towards working with others to achieve common goals;
  2. Role: a person’s predisposition to serving specific organizational needs; and
  3. Teaming Characteristics: a wide range of a person’s characteristics and behaviours that will influence team relationships and performance.

Teamability  has been called ‘a new way to know how people will perform on a team.’ We call it a Game-Changer because we emphasize the fact that Teamability tech really is completely new. It is not derived from personality factors data, from Engagement, EQ, or ‘Strengths’ surveys, or from any other familiar tools or methods. Teamability tech was designed to reveal elements of behavior that enable people to ‘team’ well because ‘teaming’ is essential to doing business.

Testaments to Teamability’s Game-Changing Capabilities

“Teamability is like having the answer key to a million-piece organizational puzzle.” R. “Ray” Wang Chairman and Founder Constellation Research

“Teamability has now become an integral part of my hiring process. I support and encourage anyone that wants to ensure that they hire the right person to use Teamability. I can no longer imagine hiring someone and just hope for the best. – I want to know that I have already hired the best and Teamability helps me do this time and time again! I highly recommend this product for both small and large businesses alike.Mariela Gonzalez, Business Manager at Prosthodontic Associates

I wasn’t really convinced that these assessments would work. But then I saw how valuable Teamability can be in guiding decisions about people, and now I’m a true believer!Michael O’Neill CEO & Founder, Preferred, Inc.

Anyone or any automated system can produce a roster of candidates that are comparable in education, experience, presentation and apparent ‘fit’. Everyone involved hopes that all will go well, and theoretically, it should; but in practice, this rarely happens because these processes are fundamentally lacking crucial information that had not been readily available until now.

If we want to be a game-changer and reap the rewards of changing the game, we must think critically of these practices to understand that they are missing the “X” factor – candidates are being considered and evaluated without taking into consideration the three factors most important and relevant to success in a job and within an organization: a person’s  Role, Coherence and Teaming Characteristics.

At TeamQuest, we think the metrics produced by the Teamability tech engine are ‘Game-Changing’ because they are relevant, inclusive, and actionable – thus providing tremendous value to individuals and organizations alike.

To learn how we can help you contact

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Do you have A-teams or F-Troops?

November 3, 2015 Uncategorised 0 Comments

“A” TEAMS Deliver ROI. All Other Teams Deliver Everything Else! Have you experienced any of the following? Making compromises when

“A” TEAMS Deliver ROI. All Other Teams Deliver Everything Else!

Have you experienced any of the following?

  • Making compromises when hiring or promoting people
  • Lack of employee engagement
  • Difficulty hiring and retaining talented leaders
  • High recruitment and training costs
  • Taking too long to hire and fire people
  • Unwanted and high turnover
  • Suffer consequences from bad-hires such as revenue loss and stress

If you answered Yes to any of these then you do not have “A” Teams!

I help leaders and stakeholders build and sustain high-performance “A” teams.

As an experienced Teamability® Consultant, applying a new set of metrics, “Teaming Metrics,” produced by the technology powering Teamability I  analyze and predict if you have A-Teams or F-Troops.

I also provide clients with Teamability Playbook’s that deliver new information relevant to making recommendations and action steps for selecting, developing, leading and motivating teams.

It’s not enough to understand a person’s ability to perform their individual job.  A person’s job always requires more than an accumulation of skills, education and expertise. The greatest unknown is person’s capability to work with others positively to achieve common goals.

Not using the power of predictive technology and data puts your company at a huge disadvantage and risk, when evaluating your most expensive resource  – people.

Use the power of predictive technology contact

*Teamability is an award winning tech it is NOT a personality, IQ or psychometric assessment and was singled out as “free of age, gender & cultural bias” by The U of Penn Journal of Labor & Employment Law.

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What’s The Difference Between Teamability® & MBTI, DISC, Predictive Index, Strengths Finder, etc.?

September 9, 2015 Uncategorised 0 Comments

5 Important Differences Between Teamability® & Myers–Briggs, DISC, Predictive Index, Strengths Finder, etc. 1. What is the objective? Testing for

5 Important Differences Between Teamability® & Myers–Briggs, DISC, Predictive Index, Strengths Finder, etc.

1. What is the objective?

Testing for personality traits arose from the desire to explore the relationship between theories about the workings of the mind and human behaviour.

In contrast, the creators of Teamability® wanted answers to the questions: ‘What is Teaming, can it be measured, and if so, how might that information improve the world of work?

2. What are you trying to measure?

Tests for personality, aptitudes, interests, and values are designed to measure what’s going on inside of a person.

Teamability was engineered to measure what is actually happening when people team together to achieve a common goal

3. How do the measurement methods compare?

Psychometric tests use self-inventory questionnaires to gather data. Subjects respond to yes/no questions, make choices between two alternatives, or respond to a blend of these and other challenges.

Teamability concepts come from physics and systems theory, and the methods are based on a unified field theory of how people operate in their world. The online experience elicits and measures two different modes of teaming: person-to-person (P2P), and person-to-team (P2T).

4. What information is gained?

The Myers-Briggs test measures Extroversion/Introversion; Sensing/Intuition; Thinking/Feeling; and Judging/Perceiving. Other traits-oriented tests (DISC, PI, Birkman, etc.) follow a similar pattern, but with different descriptive language and/or additional focal points.

The Teamability experience identifies and organizes the elements of team interaction: Role, Coherence, and Teaming Characteristics. This information is directly aligned with the needs of a team (as if the team were a living entity), and situational context.

5. How is the information used?

Psychometric data on traits is compared to databases obtained from specific populations (people in management; people in sales; etc.) or other specialized data. Through these comparisons, the likelihood of certain types of outcomes (job success; cultural fit, etc.) is inferred, with a reasonable degree of accuracy. Participants receive a report containing charts, tables, and explanations that summarize the data.

Teamability Self-coaching Reports describe how a person intrinsically seeks to make meaningful contributions to specific team needs, and contains links to information about the different ways that other people seek to team in a positive way. This promotes mutual understanding and respect within the team.

Team Analysis Reports provide leadership decision support in the areas of best-fit to job responsibilities, best-fit to serve the specific mission of a team, and overall orientation to positive, constructive teamwork.

Teamability measures things that traditional methods do not, and what you measure is what you get.

 Interested in using Teamability in your organization?

TeamQuest specializes in Teamability based business services including Executive Search, Strategic Recruitment, Team Analysis & Talent Acquisition, Engagement Strategy, Team Building, Coaching, Conflict Resolution and Recruitment Training.

The benefits of working with TeamQuest Advisors are many but to name a few:

  • Accurately and efficiently identify & fill gaps on teams
  • Get the Right people in the Right seats efficiently
  • Seamlessly integration of new talent
  • Creation of productive, engaged and diverse workforce
  • Reduce inherent risks; making better-informed decisions

Contact to set up a consultation.

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Would You Rather Choose Success or Failure?

July 24, 2015 Uncategorised 0 Comments

Success seems the obvious answer, but it’s not always easy. If it were, we would all experience success all the

Success seems the obvious answer, but it’s not always easy. If it were, we would all experience success all the time and stress would be non-existent. Success takes hard work that includes making risky judgments and difficult decisions.

In business, one of the most important decisions involves people – and we know that those decisions aren’t always successful. In fact, the failure rate in most organizations ranges from 25% to 50%+.

So, think what would it mean to you (and your company) to dramatically improve the success rate? There is…and TeamQuest Advisors has the award-winning winning technology that will make it happen.

Teamability® is a completely new technology, and an objective way to know, upfront, the likelihood that a person will team well with others, adapt well to their specific job responsibilities, and engage with the mission of the team. It produces true analytics of team chemistry, and includes integrated management methods for solving team issues, and improving both individual and team performance.

Most everyone enjoys positive teamwork, and wants to be on a winning team. In the hour-long online Teamability experience, candidates are presented with challenges that actually engage teaming behavior, and the technology turns that into informative and readily useful Self-coaching and Management Advisory reports.  Teamability is engineered to guide decisions that will make the workplace a better place to work.

Teaming Characteristics that are key in business context:

The following comments came directly from Teamability reports.

  • Makes good decisions in a manner that demonstrates both agility and a willingness to take calculated risks to get the best results
  • Establishes trust and respectful relationships with those they work with
  • Treats their work as a constant source of motivation, especially when it requires overcoming challenges
  • Are sensitive to dysfunctional behavior on the team and will try to correct it, often by stepping in and helping those who are struggling
  • Seeks to improve beyond the demands of their job
  • Is not easily intimidated into changing strategies unless gain can be realized in taking such action; rather than changing things just to change them
  • Is extremely well organized and can handle the complexities of keeping appointments, records and assignments straight

Choose Success, by Hiring the Right Team Players for the Right Situation! 

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What is Teaming?

July 24, 2015 Uncategorised 0 Comments

Teaming is Human Interaction, Physics & Systems Theory   TeamQuest has been applying Teamability®, an award winning tech since 2009 when

Teaming is Human Interaction, Physics & Systems Theory


TeamQuest has been applying Teamability®, an award winning tech since 2009 when we partnered with Dr. Janice Presser, behavioural scientist and CEO of The Gabriel Institute, Philadelphia.

Partnering with Dr. Presser and her team has allowed us to deliver exceptional value to our clients by leveraging our experience in executive search & recruitment and providing clients with new, important and relevant information about teams and human interaction.

It is a great pleasure to share Dr. Janice Presser, co-creator of Teamability technology  Ted Talk: Timing Isn’t Everything. Teaming Is. By D.

In this talk Dr. Presser explains how physics and systems theory work together to build great teams.

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