Team Management Profile
Recent updates to our Online Activity Centre (OAC) means Team Management Profile accredited facilitators can now give their TMP learners another simple tool for measuring project performance.
There are often good reasons for measuring the performance of a team, in relation to a project they are undertaking or have completed. Project performance evaluation does not need to be complicated; it just needs to be done. Evaluations benefit both the project team members as well as the organisation. It’s a great opportunity to recognise success and areas for improvement for future project performance.
Here, Lencioni discusses team versus individual status to remind us of how critical team goals are.
An unwavering commitment to team goals is what pulls the team together. It is what separates a collection of individuals from a high performing team. It is what makes the whole greater than the sum of its parts.
Accountability not only means being answerable and responsible for your work, but also being able to take constructive criticism when required. It is all about the results.
Effective delegation of tasks initially will improve accountability and therefore outcomes. For this again, we need look no further than the Team Management Wheel, which tells you what people prefer to do at work and how they like to do it.
Commitment to a team goal comes from commitment to team members, which in turn is born through understanding, acceptance and trust.
It is also the result of valuing individual difference. All people are capable of contributing equally to team performance, in different ways. The Team Management Profile (TMP) accurately pinpoints how each person can contribute most effectively, allowing you to delegate and organise work more productively.
Lencioni defines a team as:
…a relatively small number of people (anywhere from three to twelve) that shares common goals as well as the rewards and responsibilities for achieving them. Team members readily set aside their individual or personal needs for the greater good of the group.
I recently had the pleasure of working with a group of over 60 Masters of HRM students at one of Australia’s leading university, the Queensland University of Technology.
TMS has had a long association with Masters Programmes at QUT and this year we are working for the first time in their Leadership and Executive Coaching subject.
The other day, a facilitator asked about an alternative exercise to the Chris and Pat role play. A few learners in the group had received their TMPs about a year ago and they had used this dialogue between a Creator-Innovator and a Concluder-Producer in their earlier training. They wanted to re-focus on communication, building on what they already knew to go deeper, and where looking for options.
The activity we chatted about is a similar case study scenario, however, instead of being based on a discussion between two people, it is based on two emails sent from two different people about the same organisational problem (and doesn’t require a role play).