Sarah’s post from last month inspired me to run an exercise in a TMP debrief session recently.
Working with a group of senior leaders within a leadership development programme, we had plenty of fun and generated a lot of constructive discussion by using a variation of the Speed Dating exercise that Sarah described.
Last month, we hosted the Success Through People Webinar Series which featured our experts discussing how the TMS suite of Profiles can be used to achieve higher performance in the workplace.
We had a fantastic number of participants from around the world; some new to TMS, and some very long-time accredited members, join the session.
Recently I was asked in a workshop, ‘How does Team Management Systems (TMS) help two team members who just do not get on.’
For many people, there are few things that are as counter-productive, stressful and difficult to manage as when there is animosity between members of a team. This tension is not only to the detriment of morale within the group, it also exerts a more tangible impact on operations through things like constricting information flow and resource sharing, increasing absenteeism and attrition, the list extends ad nauseum.
A key feature of the TMS approach is that it is primarily work-focused. A typical discussion using TMS Profiles starts by addressing the operational requirements of the team, that is, what they actually need to do in order to achieve their results.
Over a million people have completed a TMS questionnaire and we know that 2/3rds of our database prefer tasks that involve developing ideas into an organised set of activities that will actually produce something – essentially, an outcome focus. Therefore, by starting your group facilitation with a discussion of their work performance, learners see a more direct link between concepts about individual differences (the soft stuff?) and the implications these differences have on the work they do (the hard stuff?).