Expert’s ideas

A 'together' team will always out-perform a 'not together' team

When people are playing to their strengths and in alignment with company objectives all sorts of outstanding results can occur through clear thinking and communication. By improving the strategic readiness of each individual you are increasing their ability to contribute to the company's goals.
Imagine you know exactly what your strength is. You are honing this area of natural genius daily. You are always looking for ways to use it - in your work certainly, but also in your other roles. You are getting better and better at it.

You know what your value creator is. You are clear on your role at work – what is and what it is not expected of you. You know how and where you add the maximum value. You are implementing a plan that will see you working in that area where your skill, enjoyment and meaning intersect.
Now imagine this is also true of all your key team members. Everyone is playing to their individual strengths and roles are well defined and understood by all. As a team you have a focused strength - this is the sum of your individual strengths, with each team member playing in the right positions, with strong interpersonal communication, understanding and respect. This is a team that clearly knows how and where it creates maximum value for the business.

Imagine the business knows what its key strength is - the area where the company is (potentially) world class, where everyone is passionate about what the company does, and where the business model is clearly defined and understood by all i.e. where you are highly valued and rewarded in the marketplace.

Would that not be really exciting! Surprisingly this is not difficult to achieve, though it takes focus and time.
Here are some of the required steps:

• Through profiling tools and observation help each individual identify his strength. 
• Then agree the role with the individual and the best way for him to play in that role. 
• Help him put a development plan in place to hone that natural strength. 
• If the person is wrong for the role identify where they can add real value – the need that matches their strength. 
• If there is none help him leave and find a match elsewhere. 
• Replace him with a better match based on your new knowledge. 
• Pull the team profiles together to see how and where the team can add real value. 
• Identify the team gaps and develop a plan to fill them. 
• Agree a vision to 90- day goals with the team and allocate responsibility within the role model. 
• Communicate (2-way) regularly on progress with the goals, development plans, etc. within the role model.