Thomas International Report

IDEAL TEAM CULTURE
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The ideal culture profile created by the organisation indicates that the requirement is for a team style that involves Pioneer and Innovator type roles.

Such a team will:

• Be focused and committed to achieve results.
• Find solutions to problems.
• Strive for a culture of continuous improvement.
• Be creative and imaginative.
• Push itself and others in order to achieve goals.
• Venture into the unknown.
• Obtain tangible, measurable results despite opposition.

IDEAL TEAM ROLE

In order for the Ideal Team to operate successfully it is vital that at least one of each of the following team roles is represented.

PIONEER

A Pioneer is results orientated, proactive and demanding, especially in the face of uncertainty and/or opposition. Pioneer members drive themselves and others to develop and achieve long-term objectives, goals and results.

INNOVATOR

An Innovator is able to face new challenges and develop imaginative solutions to difficult problems by creating and developing new and innovative ideas.

IDEAL TEAM LEADER

As a result of the differences between the Actual and Ideal team cultures, there is likely to be a need for a Team change process. The ideal person to lead this team through such a change is likely to be a person with a Personal Profile that matches the Ideal Culture or be competent to modify his or her behaviour in order to meet the Ideal Culture needs.

Note:
It is assumed that any person filling these team roles have the required level of education, knowledge, aptitude and experience necessary to execute the tasks.

Team Members
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ACTUAL TEAM CULTURE
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TEAM STRENGTHS

This friendly, committed team approaches decision making and problem solving in a systematic and logical manner. It is focused and will continually push both itself and others in order to obtain its goals. It enjoys challenging assignments and has the ability to use persuasion in order to win people over to its point of view.

Although cautious, once it has the necessary facts and accurate information available it is willing to take action or make decisions. This team takes a problem and then works towards finding a satisfactory solution. Once a solution has been defined the team pushes forward wth confidence and implements the action needed to achieve a high quality result. This team is good at communicating logical and analytical information to others. It continually works towards a culture, which achieves results through people but at the same time maintains high quality and standards.

TEAM REACTION TO CHANGE

This group is focused on achieving results and improving standards. As such therefore, it is likely to be open to change, as long as there is proof that the risks are minimal and that value is added to the organisation. Once the team is confident that this is the case and the benefits are assured it is likely to drive forward and expedite the necessary action.

PREFERRED TEAM LEADER

The person leading this team should ideally be focused on achieving results but at the same time ensure quality and standards are maintained. Although the group may appear outwardly confident it does have a cautious side to it and as such, must be given time to reflect upon problems before taking action. The team leader would benefit from an analytical nature, one which is capable of assessing situations in a logical manner. There should also be a ready ability to communicate with the members both verbally and in writing.

TEAM VALUE

The environment in which a team works, the level at which it operates and the value it brings to the organisation are vital factors in its success or failure.

The value this team brings to the organisation is as follows:

• Working with people and applying logic in order to achieveme results.
• Directing and controlling people and/or situations in an administrative/specialist area of expertise.
• Participating with others.
• A willingness to question the status quo.
• A desire to gain the commitment of others in order to complete tasks.
• Analysing information and identifying error.

TEAM LIMITATIONS

All teams have strengths which bring value to the organisation, but equally they also have limitations. This team's limitations are that they may:

• Be too optimistic in setting and quantifying goals.
• Have difficulty taking timely decisions, always wanting to double check the
• facts.
• Have an innate need to get things right as well as to get things done - this leads to indecision and vacillation.

Notes:
Education, experience, aptitude and knowledge are vital factors in team members and should be considered in conjunction with the above observations.

COMPARISON - IDEAL V ACTUAL
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The following graphs show both the Ideal and Actual Team Culture. The Team has good people skills and enjoys communicating with those around it. Therefore, it may not have the reserved and probing qualities defined by the organisation and as such could be seen by others as verbally overpowering and too concerned with the need to make favourable impressions. It could be inconsistent in the manner in which it draws its conclusions and may make emotional rather than practical decisions.

Finally, this cautious and logical team likely adheres to rules and procedures rather than adopting a strong-willed and independent approach to situations. It could spend too much time analysing information and put off taking action or making decisions. Therefore, rather than encouraging people to act independently it is more likely to encourage them to tread carefully and exercise some degree of caution.

TEAM ROLE CHART
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The Team Role Chart below identifies the intensity of each role within this Team. The roles fall into three categories, strengths, balanced, or limitations.

Vital Team Roles

The Team Roles shown as vital under the heading "Ideal Team Role" that should fall into the 'Strengths' sector of the chart shown below are as follows:

Pioneer

Innovator

If they show as 'Balanced', it may limit the results of the team slightly. However, if they show as 'Limitations' then lack of achievement against goals and objectives could ensue. It is absolutely essential that the effect of any limitation is carefully reviewed.

LIMITATIONS
The comments below refer to the team's potential limitations. We cannot over stress the importance of considering the effect this may have on the team's ultimate ability to work together and provide optimum results, especially if they are identified as vital to the Ideal Team. However, if they are not flagged above as vital, then the likelihood is that their absence will not have a significant impact.

Anchor

The lack of Anchor members within the group suggests that this team is unlikely to plan, organise and administer procedures in a reliable and dependable manner.

Concluder

Within the team there appears to be a lack of members who have Concluder characteristics. As a result, the procedures and systems necessary for monitoring detail and ensuring completion may not be in place.

Supporter/Nurturer

There appears to be a shortage of Supporter/Nurturer type people within the team. Therefore its members may not encourage co-operation or provide support for either each other or their customers. As such the team may be short of someone who can offer help when things are difficult.

Mr. A.
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CONTRIBUTION TO THE TEAM

Mr. A.'s major contribution to the team is likely to be as follows:

ANCHOR

This Person is a loyal team member and is a hard worker especially in a role that involves him in planning, organising and administering within set procedures.

He develops rhythm and co-ordination in procedures and generally has a steady and patient approach. As an Anchor Mr. A. normally has the ability to concentrate and follow through on projects. Not being overly verbal, he will, through his steady approach, get on with the task at hand in a reliable and systematic way.

SPECIALISER

The attainment and maintenance of standards and quality would be the hallmark of Mr. A. He may often be seen as uncompromising in his stance, particularly in areas where he has technical expertise, experience and knowledge.

Mr. A. will bring logic and systematic thinking to problem solving but in areas where he is not confident may be somewhat more withdrawn and undecided before voicing an opinion or taking a firm position.

WORKING IN & WITH THE ACTUAL TEAM

Being reserved and serious Mr. A. may not have the required communicative and positive style when compared with the culture of this team. Therefore, he is not likely to motivate and encourage others or boost the morale, confidence and personal esteem of those around him. As a result, he could feel uncomfortable being in a team which encourages participation and involvement.

Additionally, this firm and strong-willed person could lack the necessary compliance or attention to detail. He may find it difficult to provide analytical input or have the desire to improve quality and standards. As such, Mr. A. may not exercise caution when making decisions and could fail to adopt a logical and systematic approach when developing organisational systems. Finally, this patient, deliberate and self-controlled person may not be as active and quick paced as is required. He, being disciplined and consistent when executing tasks prefers to work within a structure rather than coping with ever-changing situations. Mr. A. may lack the necessary urgency and as such could be too relaxed and contented with things as they are.

COMPARISON WITH THE IDEAL TEAM CULTURE

The Ideal Culture is calling for a quick paced, flexible individual whereas Mr. A. tends to be steady and deliberate in his approach to situations. He likes to follow systems and see an assignment through to a conclusion rather than adopting a sense of urgency. Being contented with things as they are and preferring the status quo he may feel uncomfortable in an environment where there is a need to act quickly.

PLEASE NOTE

Mr. A.'s Personal Profile is not an exact match for the Ideal Culture or the Actual Culture of the team. Nevertheless, he can still make a contribution through his major team role strengths, his mid-zone role factors, education, experience, aptitude and knowledge. Although he may not fit the requirements in total these other factors may well enable him to perform successfully within the group.
Equally, if Mr. A. is able to modify his behaviour in order to fit within the team, he is likely to be able to make his contribution without displaying any signs of frustration or pressure.

Mrs. B.
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CONTRIBUTION TO THE TEAM

Mrs. B.'s major contribution to the team is likely to be as follows:

PIONEER

Mrs. B. is results oriented, proactive and demanding, especially in the face of uncertainty and/or opposition. She drives herself and others to develop and achieve long-term objectives, goals and results.

Mrs. B. is self-motivated, energetic and has an inner need to achieve. As such she may be an assertive challenger and could push others into decisions and actions. She is at her best when confronted as she thrives in pressure situations and generates action. Mrs. B. will always challenge the status quo and is prepared to make unpopular decisions and take positive action, especially in negative situations.

INNOVATOR

Mrs. B. willingly faces new challenges and develops imaginative solutions to difficult problems by creating and developing new and innovative ideas.

Innovators are valuable in starting new projects or in assisting a team which is failing to achieve its objectives. Mrs. B. has the ability to come up with innovative and creative ideas for new products and services, as well as those to reduce cost and improve performance. However, her thoughts and ideas may be far-reaching and could lack any form of constraint.

NETWORKER

Mrs. B. makes contact with a wide range of people and resources instinctively. She uses her formidable capacity for persuasion and communication to develop relationships with everyone she meets. She brings vitality to the team, communicating enthusiastically with internal and external contacts. She is able to adapt and augment the ideas of others for innovative uses. She sees the possibilities in using the team to market new projects and is able to motivate the team most effectively although, at times, somewhat verbosely.

WORKING IN & WITH THE ACTUAL TEAM

When compared with the culture of the team Mrs. B. who is strong-willed and independent may not have the compliant nature defined as a requirement.

Therefore, she may not always exercise due caution or analyse consequences before making decisions.

COMPARISON WITH THE IDEAL TEAM CULTURE

The Ideal Culture is calling for a reserved and reflective individual whereas Mrs. B. is friendly and communicative in her approach to people. As such she may be overly persuasive in her attempt to win others to her point of view. Other team members may see her as too verbal and too concerned with the need to create favourable impressions. The standards require problems to be approached in a practical manner whereas Mrs. B. may not probe situations and as such could take emotional decisions.

PLEASE NOTE

Mrs. B.'s Personal Profile is not an exact match for the Ideal Culture or the Actual Culture of the team. Nevertheless, she can still make a contribution through her major team role strengths, her mid-zone role factors, education, experience, aptitude and knowledge. Although she may not fit the requirements in total these other factors may well enable her to perform successfully within the group.

Equally, if Mrs. B. is able to modify her behaviour in order to fit within the team, she is likely to be able to make her contribution without displaying any signs of frustration or pressure.