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Personality Insights for Optimal Performance

#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.

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Personality Insights for Optimal Performance

  1. 1. Insights into Building a High-Performance Team 10th February, 2016 Laurie Knell Senior Consultant, Insights Ireland @laurenceknell @InsightsIRL
  2. 2. © The Insights Group Ltd, 2011. All rights reserved. Foreword “85% of your financial success is due to your personality and ability to communicate, negotiate, and lead. Shockingly, only 15% is due to technical knowledge.” Carnegie Institute
  3. 3. © The Insights Group Ltd, 2011. All rights reserved. Discovering more about high-performing teams Appreciating the role of personality in driving team performance Considering a model of team effectiveness Identifying key issues and challenges Understanding high-performance
  4. 4. © The Insights Group Ltd, 2011. All rights reserved. When it comes to teams… we’re all in the same boat Sure glad the hole isn’t at our end.
  5. 5. © The Insights Group Ltd, 2011. All rights reserved. What are the characteristics of high-performing teams?
  6. 6. © The Insights Group Ltd, 2011. All rights reserved. Characteristics of high-performing teams Lencioni In a high-performing team people: - Trust one another - Engage in unfiltered conflict - Commit to decisions and plans of action - Hold one another accountable for delivering against those plans - Focus on the achievement of collective results Wageman et al A high performing team must have: - The Essentials: Right People, Real Team, Compelling Direction - The Enablers: Solid Structure, Supportive Context, Team Coaching - All linked by Team Leadership
  7. 7. © The Insights Group Ltd, 2011. All rights reserved. The Insights View High-performance requires… • Results Orientation • Shared Purpose • Agility • Collaboration • Trust • Cohesion • Clear working methods • Measurement
  8. 8. The Insights Colours
  9. 9. © The Insights Group Ltd, 2011. All rights reserved. The Four Insights Colour Energies We have all four Insights colour energies within us
  10. 10. © The Insights Group Ltd, 2011. All rights reserved. The Four Colour Energies On a good day… Competitive Demanding Determined Strong-willed Purposeful Sociable Dynamic Demonstrative Enthusiastic Persuasive Caring Encouraging Sharing Patient Relaxed Cautious Precise Deliberate Questioning Formal
  11. 11. © The Insights Group Ltd, 2011. All rights reserved. The Four Colour Energies On a bad day… Aggressive Controlling Driving Overbearing Intolerant Excitable Frantic Indiscreet Flamboyant Hasty Docile Bland Plodding Reliant Stubborn Stuffy Indecisive Suspicious Cold Reserved
  12. 12. © The Insights Group Ltd, 2011. All rights reserved. © Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. Determination Monitoring Performance Discipline Results focus Decisive Assertive Drive Enthusiasm Positive Thinking Persuasive Creative People Skills Helps Others Flexible Shares Ideas Listens Loyal Team Approach Planning Organisation Time Management Sets Standards Product Knowledge Analysis Individual Strengths in a Team
  13. 13. © The Insights Group Ltd, 2011. All rights reserved. The Jungian Preferences “Every advance, every conceptual achievement of mankind has been connected with an advance in self awareness.” – Dr Carl G Jung
  14. 14. © The Insights Group Ltd, 2011. All rights reserved. Psychological Preferences Jung talked about three pairs of preferences: • Introversion and Extraversion • Thinking and Feeling • Sensation and Intuition
  15. 15. © The Insights Group Ltd, 2011. All rights reserved. From Jungian Preferences to Colour Energies Thinking Feeling Introversion Extraversion But what about Sensation and Intuition?
  16. 16. © The Insights Group Ltd, 2013. All rights reserved. Sensation and Intuition in every colour energy
  17. 17. © The Insights Group Ltd, 2011. All rights reserved. Understanding Team Effectiveness
  18. 18. © The Insights Group Ltd, 2011. All rights reserved. Defining Moments There are significant changes in the social, economic or political climate There is a merger or acquisition There is a change of leader New priorities are assigned An unexpected decision is announced The scope of the project changes There are personality clashes and/or power struggles There has been a violation of trust in the team A major mistake has been made – the team have received poor feedback The team has not met their targets There is pressure for increased innovation
  19. 19. © The Insights Group Ltd, 2011. All rights reserved. Team Effectiveness Model
  20. 20. A team that is focused will: • have a clear direction • know their vision and goals • have their sights firmly on the deliverables • take action on the ‘right’ things • be accountable for what they have committed to Focus
  21. 21. When a team is in flow, they: • create solutions and solve problems collectively • engage in dialogue • learn as a team • respond quickly to external input • make the changes necessary to overcome obstacles Flow
  22. 22. In a positive climate the team has: • a high level of trust • a high degree of engagement and motivation • the willingness and ability to delve into challenging discussions • the ability to maintain cohesion under pressure • a genuine sense of caring and support Climate
  23. 23. If the team has effective processes, it has: • clear roles for each member • roles that are linked and interdependent • the right mix of capabilities within the team members • a clear decision making process • measurements in place to monitor progress Process
  24. 24. © The Insights Group Ltd, 2011. All rights reserved. How effective is YOUR team?
  25. 25. Individual Performance Strong Mission Cohesiveness under Pressure Openness and Candour Commitment to Results Rapid Response Decision Making Interdependencies Potency and BeliefDialogue Connection and Inclusion Ideation Priority Alignment Team Learning Focus on Deliverables Reliability Positive Atmosphere Clarity of Roles Adaptability Shared Vision Team Performance Synergy Mutual Respect and Positive Regard Innovation Authenticity Passion for Action Constructive Conflict Mix of Capabilities Clear Objectives Acting on Feedback Consistency and Quality Accountability The 32 Factors
  26. 26. © The Insights Group Ltd, 2011. All rights reserved. FOCUS FLOW CLIMATE PROCESS Team Effectiveness Positive + Negative -
  27. 27. © The Insights Group Ltd, 2011. All rights reserved. © Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks. Key points • High-performing teams recognise their strengths and work with their weaknesses • Diversity is critical for creativity and innovation • Roles within a team must be clear and well-defined • Self-awareness leads to cohesion and mutual understanding, which in turn results in trust • Trust enables constructive conflict and dialogue • Common goals and accountability are key to team success
  28. 28. Thank you! LKnell@insightsireland.com www.insights.com

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