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The High Performance Team. The Temperament Factor. Buddy Dewar. The Value of Understanding Teams. Understand why some team members lack trust. Understand why some team members are intimidated by others. Understand why breakdown in communications occur. The Value of Understanding Teams.

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The High Performance Team

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The high performance team

The High Performance Team

The Temperament Factor

Buddy Dewar

The value of understanding teams

The Value of Understanding Teams

  • Understand why some team members lack trust.

  • Understand why some team members are intimidated by others.

  • Understand why breakdown in communications occur.

The value of understanding teams1

The Value of Understanding Teams

  • Understand why some team members seek too much control.

  • Understand why some team members do not listen.

  • Understand why breakdown in planning results occur.

A team s collective functional behavior

A Team’s Collective Functional Behavior

1. Team members communicate with one another.

2. Team members filter information.

3. Team members make judgement.

4. Team members reach closure by making decisions.

Team members come to the meeting and function with four pairs of preferences

Team members Come to the meeting and function with four pairs of preferences

Team functional preferences

Team Functional Preferences









Filter Information





Make Judgements





Reach Decisions



Characteristics of team member preference




Multiplicity of Relationships

External Events




Limited Relationships

Internal Events

Characteristics Of Team Member Preference



Characteristics of team member preference1













Characteristics Of Team Member Preference



Characteristics of team member preference2









Social Values

Extenuating Circumstances



Characteristics Of Team Member Preference



Characteristics of team member preference3









Gather More Facts



Open Options

Characteristics Of Team Member Preference



Entj field marshal

ENTJ “Field Marshal”

  • ENTJ Traits:

    • Always wants to lead.

    • Strong urge to give structure.

    • Quick to find solution - not all solutions well thought out.

    • Greatly impatient with inefficiency.

Field marshals

  • Napoleon Bonaparte

  • Julius Caesar

  • George C. Marshall

  • Golda Meir

  • Faisal Nazary

  • Carl Sagan

  • Edward Teller

  • Margaret Thatcher

Field Marshals.

  • Napoleon Bonaparte

  • Julius Caesar

  • George C. Marshall

  • Golda Meir

  • Carl Sagan

  • Edward Teller

  • Margaret Thatcher

  • Buddy Dewar

  • Eric Gleason

  • Suzanne Mayr

  • Holly Garvey

ENTJ Approximately 3-5 percent of the population

But 25% of NFSA RO

Intj mastermind

INTJ “Mastermind”

  • INTJ Traits

    • Enjoys theoretical and abstract concepts

    • Likes to build the castle

    • Perfectionist with high expectations

    • Good at designing systems

    • Focused on the future

    • Enjoys solitary work, most independent of all types



  • Ben Bernanke

  • Dwight D. Eisenhower

  • Bill Gates

  • Ulysses S. Grant

  • Stephen Hawking

  • Isaac Newton

  • Ayn Rand

  • Ray Lonabaugh

Approximately 2.1 percent of the population are INTJs

Enfj teachers

ENFJ – “Teachers”

  • Teachers are introspective, directive, cooperative, and expressive.

  • They tend to look for the best and to expect it from those around them.

  • Teachers communicate a belief that everyone has the potential to succeed.

  • They may motivate others to meet the Teacher's positive expectations.

  • Teachers may unintentionally overpower others with their idealized vision.

Enfj teachers1

ENFJ “Teachers”

  • Mikhail Gorbachev

  • Pope John Paul II

  • Margaret Mead

  • Ralph Nader

  • Oprah Winfrey

  • John Wooden

  • Bob Tinucci

  • Lorrell Bush

  • Wayne Waggoner

Approximately 2-5 percent of the population are ENFJs

Esfj provider

ESFJ “Provider”

  • Providers are observant, cooperative, informative, and expressive.

  • They are greatly concerned with the health and welfare of those under their care.

  • Providers are the most sociable of the Guardians and they strive to provide friendly social service.

  • They spend a lot of their energy making sure social functions are successful, traditions are upheld, and the needs of others are met.

Esfj provider1

ESFJ “Provider”

  • Dolly Madison

  • James Cash (J.C.) Penny

  • William Howard Taft

  • David Thomas

  • Barbara Walters

  • Sam Walton

  • Bruce Lecair

Approximately 9-13 percent of the population are ESFJs

Istp crafters

ISTP “Crafters”

  • Crafters are tactical operators, concrete in speech and utilitarian in action.

  • Crafters are masters at using tools of every type—artistic, technological, martial. Although they are introverts, they are authoritarian in their interactions with others and forceful at influencing people.

  • They focus on accomplishing tasks efficiently and skillfully.

  • To master the tool of their interest, Crafters require a certain degree of seclusion in which to practice.

Istp crafters1

ISTP “Crafters”

  • Woody Allen

  • Tiger Woods

  • Alan Shepard

  • Michael Jordan

  • Katharine Hepburn

  • Michael Douglas

  • Chris Gaut

Approximately 4-6 percent of the population are ISTPs

Esfp performer

ESFP “Performer”

  • Performers are tactical entertainers, concrete in speech and utilitarian in action.

  • The most fun-loving of all the types, Performers excel at delighting others with their artistry and humor.

  • They continually seek stimulating experiences with those around them.

  • Incurable optimists, they are generous to a fault.

Esfp performer1

ESFP “Performer”

  • Bill Clinton

  • Ronald Reagan

  • Leonard Bernstein

  • Magic Johnson

  • Elvis Presley

  • Elizabeth Taylor

  • Cindy Giedraitis

Approximately 4-9 percent of the population are ESFPs

Estj supervisor

ESTJ “Supervisor”

  • Supervisor are civic-minded individuals who dedicate themselves to the mission.

  • They often rise to positions of leadership in service organizations and in their careers.

  • Supervisors are strong believers in rules and procedures, and they prefer tried methods to experimental ones.

  • With their outgoing nature, Supervisors are quick to communicate their opinions and expectations to others.

  • They are hard-working, and they take their obligations seriously.

Estj supervisor1

ESTJ “Supervisor”

  • George Washington

  • Sandra Day O’Connor

  • Vince Lombardi

  • Mike Wallace

  • Judith Sheindlin

  • Dan Gengler

  • Tom Brace

Approximately 8-12 percent of the population are ESTJs

Istj inspector

ISTJ “Inspector”

  • Inspectors are careful and thorough in examining people and institutions.

  • Comprising about 6 to 10 percent of the population, Inspectors are decisive in practical affairs.

  • Inspectors are people of their word, intent on preserving social and family values.

  • Inspectors reliably examine the people and products that fall under their tutelage—unobtrusively ensuring uniform quality and demanding that certain standards of conduct are maintained.

  • In both their professional and personal lives, individuals of this type are rather quiet and serious. Inspectors are extraordinarily persevering and dependable.

Istj inspector1

ISTJ “Inspector”

  • Queen Elizabeth

  • Harry S. Truman

  • Warren Buffet

  • Queen Victoria

  • John D. Rockefeller

  • David Lafond

  • Ron Brown

Approximately 11-14 percent of the population are ISTJs

Enfp champion

ENFP “Champion”

  • Champions are introspective, cooperative, informative, and expressive.

  • Champions have a strong desire to make their thoughts known to the world.

  • Champions are greatly concerned with ethics and justice and have a strong desire to speak about current issues and events.

  • Champions are keen observers of the people around them.

  • Champions are warm, energetic, spontaneous, positive, exuberant and dramatic.

Enfp champion1

ENFP “Champion”

  • Joan Baez

  • Charles Dickens

  • Phil Donahue

  • Martin Luther King

  • Sargent Shriver

  • Dom Kasmauskas

Approximately 6-8 percent of the population are ENFPs

Best team temperament

Best Team Temperament

  • Diverse mixture of various temperaments.

  • Need Balance in all four temperament preferences

Creating temperament balance

Creating Temperament Balance

E=12N=9 T=10J=13


Team Will Adopt ENTJ Traits


Composite Score

X 10

X 20

X 20

X 20



Team composite score

Team Composite Score


Above 65You are on solid ground

Between 40-64There are some weaknesses that should be addressed.

Below 40Teams will have difficulty taking hold. Revisit team composition.

The great boat race

The Great Boat Race

Hawk’s Cay, Florida

The manager types matrix

The Manager Types Matrix









Sp the troubleshooter manager

SP - The Troubleshooter Manager

  • Cleaver, graceful, flair, brave, bold.

  • Manger Strengths

    • Practical in every sense of the word.

    • Easily adapts to new situations.

    • Can observe organizational systems and determine overall effectiveness.

    • Knows what is going on in the organizational unit.

    • Deals with concrete organizational problems in an expeditious manner.

Sp the troubleshooter manager1

SP - The Troubleshooter Manager

  • Weaknesses:

    • Ignores theory.

    • will resist change created by others.

    • Doesn’t like the unfamiliar.

    • Lives for the “immediate moment.”

    • Forgets past commitments.

    • Unpredictable to subordinates.

    • Becomes rigid when not troubleshooting.

Sj the traditionalist manager

SJ - The Traditionalist Manager

  • Responsible, Thorough, loyal, industrious and cautious.

  • Manager Strengths

    • A stabilizer and consolidator.

    • Focus on organization as a nourishing body.

    • Draws up lines of communication.

    • Establishes rules and schedules.

    • Expects things to be clear and settled.

Sj the traditionalist manager1

SJ - The Traditionalist Manager

  • Manager Weaknesses:

    • Resists change - difficult with paradigm shifts.

    • Impatient with delayed projects.

    • Doesn’t notice required new things.

    • May not examine procedures.

    • Inclined to keep ineffective processes.

    • Sees some people as good, and some people as bad.

Nt the visionary manager

NT - The Visionary Manager

  • Ideas, Concepts, Change, Emerging trends.

  • Manager Strengths:

    • Works well with changing environment.

    • Interested in the principles of an organization.

    • Capable of seeing the dimensions of systems.

    • Sees the need for an organizational system.

    • Focuses on creativity of staff.

    • Has awareness of behaviors that staff displays.

Nt the visionary manager1

NT - The Visionary Manager

  • Manager Weaknesses:

    • Once the “castle is built” the NT loses interest.

    • Intellectually-oriented and may unknowingly communicate, an attitude, of not valuing employees.

    • Expects too much from self and others.

    • At loss for small-talk in social situations.

    • Blames self when plans are not carried out.

Nf the catalyst manager

NF - The Catalyst Manager

  • Personable, Unique, Idealist, employee-oriented.

  • Manager Strengths:

    • Possesses personable charisma and commitment to the employee.

    • Allows contributions by all members of the work team.

    • Can turn liabilities into assets in people problems.

    • Sees the positive side of people and events.

Nf the catalyst manager1

NF - The Catalyst Manager

  • Manager Weaknesses:

    • Poor with time management.

    • Loses self-confidence if an idea is criticized.

    • Torn between needs of subordinates and requests from superiors.

    • Never schedules time for one’s self.

    • Makes administrative decisions based on personal likes and dislikes.

    • Wishes to please everyone.



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