dr. janice presser, ceo the gabriel institute
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Building and Managing Your Entrepreneurial Team! Business Benefits for Entrepreneurs from TGI Role-Based Assessment TM. Dr. Janice Presser, CEO The Gabriel Institute. Contents. Which is better: Talent or Teams? Why do ‘failed hires’ keep happening? - PowerPoint PPT PresentationTRANSCRIPT
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Building and Managing Your Entrepreneurial Team!
Business Benefits for Entrepreneurs from TGI Role-Based AssessmentTM
Dr. Janice Presser, CEOThe Gabriel Institute
Copyright© 2011, The Gabriel Institute. All Rights Reserved.
ContentsContents
• Which is better: Talent or Teams?• Why do ‘failed hires’ keep happening?• How can you predict – and control – team
performance? • Three steps to Business Value in your
entrepreneurial organization.
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Which is Better, Talent or Teams?
• In sports, the best TALENT costs more, but the best TEAMS win more• Do ‘the best and the brightest’ always
make the best team players? • Talent can be measured in many ways,
but can you measure ‘teaming’?
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He looked like the perfect CEO.
He left the Board in the dark & ‘bulldozed’ all opposition to the new technology.
The CTO quit; the launch failed.
And the write-down wiped out two years’ profits.
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She had a superstar ‘rep’ as a Sales VP, and she looked the part.
She grated on your top salespeople…and they left.
She antagonized customers…and they left.
She embezzled $180k.
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You had a great team.Your Director of Administrative Services retired.You asked the recruiter for someone with a ‘firm hand.’You got what you asked for.Now every management meeting goes ten rounds.
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The new Executive Assistant was everyone’s #1 pick.Mis-communication and finger-pointing became common. People who had worked well together for years became enemies.Bad things can come in small packages.
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Businessis a team sport.
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They all spell ‘team’ with 2 letters:
ME
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When people can’t (or won’t)‘team’ well,
what happens toteam performance?
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SBA: 34% of new enterprises close within 2 years.
VC industry: 60% of failures are due to people problems
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Lack of Positive Synergy
• Distraction - failure to maintain focus• Dissention - failure to communicate• Disengagement - failure to commit • Diversion - failure to execute
Both research and practice indicate that 60% of VC-funded companies fail due to internal factors: people, management, execution
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Who Wants Team Players?
• QUESTION: What percentage of business people want good team players on their teams?
• ANSWER: _____% ?
What would it mean for your bottom line if EVERY person in YOUR company was a high-quality team player?
100
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The Ugly Truth About Hiring• 40% of newly promoted managers and
executives fail within 18 months Source: Manchester, Inc.
• 46% of U.S. new hires must be classified as failures within their first 18 months (fired, pressured to quit, required disciplinary action, etc.) Source: Leadership IQ
• 58% of new executives hired from the outside, fail in their new position within 18 months Source: Michael Watkins
• Nearly two-thirds of hiring managers come to regret their interview-based hiring decisions Source: DDI
• 65% lie on resumes Source: The Risk Advisory Group
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How many times have you seen…
• Good ‘fit’• Relevant knowledge • Progressive growth of
responsibility• Excellent resume• References• Superb interview
• No clear leadership• Lacking good judgment• Missing key goals and
deadlines• Not measuring up to
expectations• Inappropriate workplace
behavior
Result: undesired termination!Result: undesired termination!
Pre-hire evaluation On the job
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Data is not Information
• SMART ≠ MOTIVATED
• EXPERIENCED ≠ PRODUCTIVE
• AGGRESSIVE ≠ EFFECTIVE
• CHARMING ≠ CONSTRUCTIVE
• How much do resumes, interviews, IQ and personality factors tests really tell us about team performance?
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The Sales Team Example
• Sales ‘personality’: elevated levels of extraversion and aggression are ‘pass-fail’ measures for getting a job in sales
• BUT…sales departments typically have high turnover and a high percentage of people who fail to achieve their objectives
• Personality factors align well with being in the sales profession…but not with success in selling!
• Effective selling requires effective teamwork
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What about the Team?
• CEO’s bet their vision on the team
• VC’s bet their funding on the team
• What are they really betting on?
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Why is this Crucial for a Startup?• You can’t do it alone – it takes a team...• BUT – even one ‘wrong-fit’ person on a startup
team can delay or derail success• You need people who are flexible enough to do
what’s needed...• BUT – if you don’t give them enough of what
they like to do, they won’t stay• You may have the desire to start the business...• BUT – do you have the desire to work with
others to actually make it happen?
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Why is this Crucial for a Startup?• You and your team need to be able to TEAM
well with others– Your team– Your customers– Your advisors– Your investors
• Startups require more energy than existing companies
• What does it take to get ‘liftoff’?
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There isa completely new way
to predicthow people will perform
in teams.
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RBA: A new way to know!RBA: A new way to know!
1900 1920 1940 1960 1980 2000 2010Predicting behavior adds measurable business value Predicting behavior adds measurable business value
Behavior
Woodworth (U.S. Army)
Stanford-Binet IQ
Cattell 16PF Personality
TGI Role-Based Assessment
Gerber Mosaic Figures
Personality
Intellect
Performance
Components
Raw Material
Rorschach Lowenfield
Mosaic
Gerber-PresserExec. Behavior
Gerber-PresserEnhanced EBA
Caliper
Myers-Briggs
Binet-Simon IQ
U.S. Army Alpha-Beta
Wechsler WAIS
AllportValues
Hartman Axiology/EQ
MMPI Pathology
5-FactorTheory
DiSC
Predictive Index
Created by The Gabriel InstituteCreated by The Gabriel Institute
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What you measure is what you get.
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Predicting Business ValuePredicting Business Value
1900 1920 1940 1960 1980 2000 2010
Different Measures…Different Results
Behavior
Personality
Intellect
Role-Based Assessment
IQ testing measures
‘Raw Materials’
Individual traits measures
are ‘Components’
Behaviors determine
team Performance
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TGI Role-Based Assessment• 25+ years’ R&D; 3 separate iterations, to answer the
question ‘What really happens when people team together?’ Launched online in Q3 2009.
• New technology employs multiple interlocking behavioral simulators; cannot be ‘gamed’
• Identifies ‘teaming behaviors’ that impact success of both individuals and teams
• Validated by direct observation (‘from the Board Room to the mailroom’; RBA reports matched to performance assessments from managers)
• In its first year of general availability, RBA is used by the U.S. Dept. of Justice, HP, the State of Montana, and over 50 other organizations.
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Using RBA • RBA is a confidential, on-line 60-minute exercise• The individual is addressed as an actor in films, and is asked to makes
specific choices about his/her ‘starring roles’ in a series of 10 movie scenarios
• Once completed, two reports are generated, one for the individual (SD-1 self-directed) and one for management (MD-1 management-directed)
• The SD-1 report is designed to provide positive, supportive self-coaching and teambuilding advice
• The MD-1 report predicts the individual’s teaming behavior, with specific management guidance to achieve full potential for the individual and for their team
• The MD-1 also identifies areas of concern, and potential ‘red flags’
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RBA: reveals information not identified by other means
• Coherence• Role• Teaming Characteristics
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‘Coherence’ describes a positive orientation to group achievement. Coherent people
work well with others; Rigid and Diffuse people do not.
RBA Metric #1
Coherence is central to Quality of Hire:getting the right people!
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One thing you can count on…
A Coherent person A Coherent person will be will be
a good team player.a good team player.
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‘Role’ is a person’s attraction to one of ten specific
organizational needs, e.g., planning vs. execution vs.
helping others.
RBA Metric #2
Role is key to getting the right people into the right seats
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The Team Starts with the Founder
• Has the Vision• Inspires Followers• Feeds the Team
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Vision Balanced by GroundingVision Mover Vision Former
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Drive Balanced by Organization
Action Mover Action Former
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Obtain and Provide the Essentials
Explorer Watchdog
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Create Community, Culture, and Coordination
Communicator
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Fix Problems, Bank the Solutions
Conductor Curator
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A Group of Proven Entrepreneurs• Role ‘fit-to-mission’ and very high percentage of people with a strong ‘secondary’ Role• 14 RBAs reported; 22 strong Roles;
91% ‘visionaries’
• Founder - - - - - - - 10• Vision Mover - - - 7• Vision Former- - - 3• Action Mover - - - 1• Action Former- - - 0• Communicator - - 0• Conductor- - - - - - 0• Curator - - - - - - - - 0• Watchdog - - - - - - 0• Explorer- - - - - - - - 1
]
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Volunteers Serving the Poorthrough education
• 64 RBA’s reported; 24 multiple roles• 63% Role-fit to preserving, communicating, and sharing knowledge
• Founder - - - - - - - 5• Vision Mover - - - 4• Vision Former- - - 7• Action Mover - - - 4• Action Former- - - 8• Communicator - - 32• Conductor- - - - - - 10• Curator - - - - - - - - 11• Watchdog - - - - - - 3• Explorer- - - - - - - - 8
]
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Why Role is so important…
Aligning Roles with Aligning Roles with job responsibilitiesjob responsibilitiesimproves workplace improves workplace
performance.performance.
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‘Teaming Characteristics’ are the qualities of a person’s work with other people, inside and
outside the organization.
RBA Metric #3
When people feel that they ‘fit’, they also work better, stay longer, and produce more
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Organizational Value
Teaming Characteristics Teaming Characteristics align job-fit with align job-fit with
industry, culture, and industry, culture, and business needs.business needs.
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Use the Metrics of Human Infrastructure to Manage Better! • Align Role with job responsibilities: increase
individual job satisfaction and productivity• Align Roles on a team with mission of team:
raise team output, quality, & collaboration; identify and resolve performance issues
• Raise overall Coherence and Role-fit: improve organizational synergy; create a high-performance organization; build a Coherent Human Infrastructure
Better People, Better Teams, Better Performance
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A Real-world Business Solution• UK wholesalers’ management team meetings
erupt in discord, sniping, and threats• RBA reveals: two key people (of seven) are diffuse
and do not fill any Role effectively• One quits immediately; one is watched more
closely until incompetence is documented• Replacements are hired – Coherent, right Roles,
great Teaming Characteristics• Meetings become positive and productive,
profitability rises 18% in 9 months!
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What would happen if everyone on your team could be a great team player?
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Get Business Value!Get Business Value!• Try a TGI Business Solution at No Cost
– Assess 5 candidates for a current hire, 5 candidates for a promotion, or 5 members of a troubled team
• Do a TGI Pilot Project– Quality of Hire, Leadership, or Teambuilding– Quantify the benefits using your own measures
• Use RBA first where business value is greatest– Looking for funding? Prove you’re a great team!– Optimize hiring; reduce turnover, repair team issues– Build a Coherent Human InfrastructureTM