Diagnose your situation

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We were used to economic growth. On the long-term growth was a natural tendency. NOT ANY MORE! Anticipation is the key-success. But how is your team performing? Meet our basic instincts ...
An approach to gain insight in the way you, your team and organization see, believe, think and act.
Downloadable on www.twostone-innovation.com

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Diagnose your situation

  1. 1. Diagnose your situation An approach to gain insight in the way you, your team and organization see, believe, think and act. _
  2. 2. Why diagnose your situation? That can be a lot of reasons. Main reason is that if you don’t know what you don’t know, you keep repeating yourself without learning... (Better read that again) _
  3. 3. So, how do you see, believe, think & act? Any individual can lead any group of people to achieve success - the secret is recognising some key interactions and act upon these. _
  4. 4. Psychological research on group dynamics shows three natural styles of behaviour _
  5. 5. Psychological research on group dynamics shows three natural styles of behaviour _ Visionary Idea focussed, great motivators. Adores debate, ambiguity, risk. Abhores routine. Processor Order focussed, great systemizers, rational. Values routine, data. Abhores risk, intuition, rush. Operator Action focussed, practical- minded, hard workers. Adores doing, improvisation, prefer to work alone. Abhores to be micro- managed.
  6. 6. Most people have a primary and a secondary behavioural style. _ Visionary Idea focussed, great motivators. Adores debate, ambiguity, risk. Abhores routine. Processor Order focussed, great systemizers, rational. Values routine, data. Abhores risk, intuition, rush. Operator Action focussed, practical- minded, hard workers. Adores doing, improvisation, prefer to work alone. Abhores to be micro- managed.
  7. 7. Let’s look at some characteristics. The VISIONARY likes to ... ... See - ideas and inspiration anywhere as well as challenges for innovation. This vision is the core contribution of Visonaries to teams. This ability to see what isn’t there (yet), and motivate others to help translate that vision into reality is the foundation of any enterprise. It is important to be fed with challenges and new experiences. This makes Visionaries highly tolerant for ambiguity and uncertainty. ... Believe - the in-spurt-focus is most vital work for them, the team and the organisation at that moment. - that trivia are not interesting to deal with (themselves). They do not feel a pressure to reconcile two opposing thoughts unless they have to. Although Visionaries like risk they have a highly attuned risk detector that (mostly) prevents overreach. ... Think - in (strategic) concepts. They are able to dive into an idea or insight, come up with a concept and feel it to be true. This is a fundamental strength of Visionaries. Start a conversation with a Visionary and you will find yourself jumping from one subject to the next seemingly unrelated subject, like hyperlinking on the internet in human form. This is the way Visionaries think: they talk to straighten out their thinking and debate pros and cons to find the right direction. ... Act - in creative spurts. When ‘in spurt’ they contribute generously with ideas, direction and proble-solcving. Display great energy and fun to work with. When ‘idle’ they become gregarious - walk around a lot, talk to folks, go to workshops. All to be recharged with ideas and get ‘in-spurt’ again. In work Visionaries much prefer variety and change, rather than predictability and routine.
  8. 8. Let’s look at some characteristics. The OPERATOR likes to ... ... See - ACTION. A team without an Operator is basically just a talking shop. Operators see what needs to be done to implement. Where the Visionary works at flight level, the Operator works at runway level. ... Believe - checking off the to-do list is proving a day worthwhile. This is a key source for endorphin release. So sitting through lengthy meetings frustrates when they could be out ‘doing stuff’. - they can achieve more than a realistic survey of time available would indicate is actually possible. As a result most Operators start and end each day with a seemingly bottomless pool of commitments, many of which will be rescheduled or renegotiated. ... Think - it is OK to hear WHAT to do, but don’t tell me HOW to do. They value their own skills and judgment in execution and like to be left alone to work out the ’how’ of a task. “Let’s stop talking and go get it done” - is the core strength of the Operator, but in a team environment it provides important counter-dynamic to the overthinking Processor and visualising Visionary. This impatience for action is then interpreted as a lack of social skills or uncaring. ... Act - on impulse and have a difficulty saying NO. They rather beg for forgiveness than going through the lengthy process of obtaining permission upfront. - to finish things. Knowing they’re overscheduled, the last thing to do is leave a task unfinished and have to come back to it. As a result most Operators are very innovative in finding ways to close a task, usually a one-time solution ...
  9. 9. Let’s look at some characteristics. The PROCESSOR likes to ... ... See - ways to structure, systematize and order work. They do their work deep down in the bowels of the organization, installing the plumbing and wiring. This makes the enterprise work and frees the Visionary and Operator to do what they do best - envision and execute. ... Believe - whatever you do, do it right. Inexactitude and imprecision is loathsome. On occasion the Processor can become pre-occupied with “doing it right” at the expense of “doing the right thing”. ... Think - fully rational. Data is the fundamental currency in which the Processor trades. Want to convince a Processor? Better have the relevant hard data ready. The Processor provides repeatable consistency. Processors will design a training program, produce the support material, craft the schemes etcetera. ... Act - accurate, rational, thought-through. - focus on preventing risk, creating repetition and scalability Systems and processes that enable repeatability are good. Those that enable scalability are even better. Building scalable systems is the highest added-value activity a Processor can engage in. They know that great systems design enables revenue and profit growth by ensuring scalability.
  10. 10. In summary Contributes ... Is motivated by ... Loathes ... Visionary Vision Change, challenge, ideas Routine Operator Execution Goals, to-do, action Not being able to finish a task Processor Structure Data, stability, structure, control Risk, change
  11. 11. The three natural bahaviours contribute to success but cause teams to gridlock*... _ Processor = Structure ☺Data, Stability, Structure, Control ☹Risk, Change Visionary = Vision ☺Ideas, Challenges, Change ☹Routine Processor = Execution ☺Goals, To-do, Action ☹Not being able to close a task *The hidden death-grip that silently paralyzes every group.
  12. 12. A V-O-P team in gridlock ... _ Processor = Structure Why the risk of change? We need to further analyze. Visionary = Vision I leave the meeting cause I’m not interested in details. Processor = Execution I skip the meeting since clients require my attention. *The hidden death-grip that silently paralyzes every group.
  13. 13. All styles V, O & P are NEEDED for success. What is the secret of highly successful teams? _
  14. 14. The ‘Synergist’ focus on human behaviour to keep the FLOW _ VisionaryProcessor Operator Synergist
  15. 15. Let’s look at some characteristics. The SYNERGIST likes to ... ... See Team’s activities in sight of what is best for the enterprise. ... Believe All styles have their fundamental added-value to the enterprise. So all styles need to contribute to their best effort in line with what is best for the enterprise. ... Think WHAT IS BEST FOR THE ENTERPRISE ... Act As a keeper of the bigger picture: what is best for the enterprise. This usually is in the role of facilitator, sparring partner, coach, critic in group settings.
  16. 16. Although some people are natural Synergists, it can AND NEEDS to be learned to be a successful team. _ VisionaryProcessor Operator Synergist
  17. 17. So, what is your style? Follow the provided link to take the survey! _ VisionaryProcessor Operator Synergist Determine your style here
  18. 18. Thanks for watching this presentation! We welcome your comments and suggestions below. Contact us Download and survey available on www.twostone-innovation.com _ VisionaryProcessor Operator Synergist We like your comments!

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