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Dr. Janice Presser, CEO The Gabriel Institute

Building and Managing Your Entrepreneurial Team! Business Benefits for Entrepreneurs from TGI Role-Based Assessment TM. Dr. Janice Presser, CEO The Gabriel Institute. Contents. Which is better: Talent or Teams? Why do ‘failed hires’ keep happening?

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Dr. Janice Presser, CEO The Gabriel Institute

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  1. Building and Managing Your Entrepreneurial Team!Business Benefits for Entrepreneurs from TGI Role-Based AssessmentTM Dr. Janice Presser, CEO The Gabriel Institute

  2. Contents Which is better: Talent or Teams? Why do ‘failed hires’ keep happening? How can you predict – and control – team performance? Three steps to Business Value in your entrepreneurial organization.

  3. Which is Better, Talent or Teams? In sports, the best TALENT costs more, but the best TEAMS win more Do ‘the best and the brightest’ always make the best team players? Talent can be measured in many ways, but can you measure ‘teaming’?

  4. He looked like the perfect CEO. He left the Board in the dark & ‘bulldozed’ all opposition to the new technology. The CTO quit; the launch failed. And the write-down wiped out two years’ profits.

  5. She had a superstar ‘rep’ as a Sales VP, and she looked the part. She grated on your top salespeople…and they left. She antagonized customers…and they left. She embezzled $180k.

  6. You had a great team. Your Director of Administrative Services retired. You asked the recruiter for someone with a ‘firm hand.’ You got what you asked for. Now every management meeting goes ten rounds.

  7. The new Executive Assistant was everyone’s #1 pick. Mis-communication and finger-pointing became common. People who had worked well together for years became enemies. Bad things can come in small packages.

  8. Business is a team sport.

  9. They all spell ‘team’ with 2 letters: ME

  10. When people can’t (or won’t) ‘team’ well, what happens to team performance?

  11. SBA: 34% of new enterprises close within 2 years.VC industry: 60% of failures are due to people problems

  12. Lack of Positive Synergy Distraction - failure to maintain focus Dissention - failure to communicate Disengagement - failure to commit Diversion - failure to execute Both research and practice indicate that 60% of VC-funded companies fail due to internal factors: people, management, execution

  13. Who Wants Team Players? QUESTION: What percentage of business people want good team players on their teams? ANSWER: _____% ? 100 What would it mean for your bottom line if EVERY person in YOUR company was a high-quality team player?

  14. The Ugly Truth About Hiring 40%of newly promoted managers and executives fail within 18 months Source: Manchester, Inc. 46% of U.S. new hires must be classified as failures within their first 18 months (fired, pressured to quit, required disciplinary action, etc.) Source: Leadership IQ 58% of new executives hired from the outside, fail in their new position within 18 monthsSource: Michael Watkins Nearly two-thirds of hiring managers come to regret their interview-based hiring decisions Source: DDI 65% lie on resumesSource: The Risk Advisory Group

  15. How many times have you seen… Good ‘fit’ Relevant knowledge Progressive growth of responsibility Excellent resume References Superb interview No clear leadership Lacking good judgment Missing key goals and deadlines Not measuring up to expectations Inappropriate workplace behavior Pre-hire evaluation On the job Result: undesired termination!

  16. Data is not Information SMART ≠MOTIVATED EXPERIENCED ≠PRODUCTIVE AGGRESSIVE ≠EFFECTIVE CHARMING ≠CONSTRUCTIVE How much do resumes, interviews, IQ and personality factors tests really tell us about team performance?

  17. The Sales Team Example Sales ‘personality’: elevated levels of extraversion and aggression are ‘pass-fail’ measures for getting a job in sales BUT…sales departments typically have high turnover and a high percentage of people who fail to achieve their objectives Personality factors align well with being in the sales profession…but not with success in selling! Effective selling requires effective teamwork

  18. CEO’s bet their vision on the team VC’s bet their funding on the team What are they really betting on? What about the Team?

  19. Why is this Crucial for a Startup? You can’t do it alone – it takes a team... BUT – even one ‘wrong-fit’ person on a startup team can delay or derail success You need people who are flexible enough to do what’s needed... BUT – if you don’t give them enough of what they like to do, they won’t stay You may have the desire to start the business... BUT – do you have the desire to work with others to actually make it happen?

  20. Why is this Crucial for a Startup? You and your team need to be able to TEAM well with others Your team Your customers Your advisors Your investors Startups require more energy than existing companies What does it take to get ‘liftoff’?

  21. There is a completely new way to predict how people will perform in teams.

  22. RBA: A new way to know! Created by The Gabriel Institute Behavior Performance Gerber-PresserExec. Behavior TGI Role-Based Assessment Lowenfield Mosaic Rorschach Gerber Mosaic Figures Gerber-PresserEnhanced EBA Allport Values Components Personality Cattell 16PF Personality Hartman Axiology/EQ 5-Factor Theory Myers-Briggs DiSC Predictive Index Woodworth (U.S. Army) MMPI Pathology Caliper Intellect Raw Material Stanford-Binet IQ Wechsler WAIS Binet-Simon IQ U.S. Army Alpha-Beta 1900 1920 1940 1960 1980 2000 2010 Predicting behavior adds measurable business value

  23. What you measureis what you get.

  24. Predicting Business Value Behavior Role-Based Assessment Behaviors determine team Performance Personality Individual traits measures are ‘Components’ Intellect IQ testing measures ‘Raw Materials’ 1900 1920 1940 1960 1980 2000 2010 Different Measures…Different Results

  25. TGI Role-Based Assessment 25+ years’ R&D; 3 separate iterations, to answer the question ‘What really happens when people team together?’ Launched online in Q3 2009. New technology employs multiple interlocking behavioral simulators; cannot be ‘gamed’ Identifies ‘teaming behaviors’ that impact success of both individuals and teams Validated by direct observation (‘from the Board Room to the mailroom’; RBA reports matched to performance assessments from managers) In its first year of general availability, RBA is used by the U.S. Dept. of Justice, HP, the State of Montana, and over 50 other organizations.

  26. Using RBA RBA is a confidential, on-line 60-minute exercise The individual is addressed as an actor in films, and is asked to makes specific choices about his/her ‘starring roles’ in a series of 10 movie scenarios Once completed, two reports are generated, one for the individual (SD-1 self-directed) and one for management (MD-1 management-directed) The SD-1 report is designed to provide positive, supportive self-coaching and teambuilding advice The MD-1 report predicts the individual’s teaming behavior, with specific management guidance to achieve full potential for the individual and for their team The MD-1 also identifies areas of concern, and potential ‘red flags’

  27. RBA: reveals information not identified by other means Coherence Role Teaming Characteristics

  28. RBA Metric #1 ‘Coherence’ describes a positive orientation to group achievement. Coherent people work well with others; Rigid and Diffuse people do not. Coherence is central to Quality of Hire: getting the right people!

  29. One thing you can count on… A Coherent person will be a good team player.

  30. RBA Metric #2 ‘Role’ is a person’s attractionto one of ten specific organizational needs, e.g., planning vs. execution vs. helping others. Role is key to getting the right people into the right seats

  31. The Team Starts with the Founder • Has the Vision • Inspires Followers • Feeds the Team

  32. Vision Balanced by Grounding Vision Mover Vision Former

  33. Drive Balanced by Organization Action Mover Action Former

  34. Obtain and Provide the Essentials Explorer Watchdog

  35. Create Community, Culture, and Coordination Communicator

  36. Fix Problems, Bank the Solutions Conductor Curator

  37. A Group of Proven Entrepreneurs Role ‘fit-to-mission’ and very high percentage of people with a strong ‘secondary’ Role 14 RBAs reported; 22 strong Roles; 91% ‘visionaries’ ] • Founder - - - - - - - 10 • Vision Mover - - - 7 • Vision Former- - - 3 • Action Mover - - - 1 • Action Former- - - 0 • Communicator - - 0 • Conductor- - - - - - 0 • Curator - - - - - - - - 0 • Watchdog - - - - - - 0 • Explorer- - - - - - - - 1

  38. Volunteers Serving the Poorthrough education 64 RBA’s reported; 24 multiple roles 63% Role-fit to preserving, communicating, and sharing knowledge • Founder - - - - - - - 5 • Vision Mover - - - 4 • Vision Former- - - 7 • Action Mover - - - 4 • Action Former- - - 8 • Communicator - - 32 • Conductor- - - - - - 10 • Curator - - - - - - - - 11 • Watchdog - - - - - - 3 • Explorer- - - - - - - - 8 ]

  39. Why Role is so important… Aligning Roles with job responsibilitiesimproves workplace performance.

  40. RBA Metric #3 ‘Teaming Characteristics’ are the qualities of a person’s work with other people, inside and outside the organization. When people feel that they ‘fit’, they also work better, stay longer, and produce more

  41. Organizational Value Teaming Characteristics align job-fit with industry, culture, and business needs.

  42. Use the Metrics of Human Infrastructure to Manage Better! Align Role with job responsibilities:increase individual job satisfaction and productivity Align Roles on a team with mission of team: raise team output, quality, & collaboration; identify and resolve performance issues Raise overall Coherence and Role-fit:improve organizational synergy; create a high-performance organization; build a Coherent Human Infrastructure Better People, Better Teams, Better Performance

  43. A Real-world Business Solution UK wholesalers’ management team meetings erupt in discord, sniping, and threats RBA reveals: two key people (of seven) are diffuse and do not fill any Role effectively One quits immediately; one is watched more closely until incompetence is documented Replacements are hired – Coherent, right Roles, great Teaming Characteristics Meetings become positive and productive, profitability rises 18% in 9 months!

  44. What would happen if everyone on your team could be a great team player?

  45. Get Business Value! Try a TGI Business Solution at No Cost Assess 5 candidates for a current hire, 5 candidates for a promotion, or 5 members of a troubled team Do a TGI Pilot Project Quality of Hire, Leadership, or Teambuilding Quantify the benefits using your own measures Use RBA first where business value is greatest Looking for funding? Prove you’re a great team! Optimize hiring; reduce turnover, repair team issues Build a Coherent Human InfrastructureTM

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