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