date: 25 may 2020€¦ · team: brandme/acdo. overview background information this tap360 profile...

Team Advance Profile‘TAP into the full potential of your team’

DATE: 25 May 2020TEAM: BrandME/ACDO

OverviewBackground Information

This TAP360 profile has been designed to enable teams to obtain, analyse, learn from, and then act upon data from the team leader, teammembers and a variety of other stakeholders to support a positive way of working more effectively together in partnership with their systems.

It is suitable for new teams, teams that perform well and want to become high performing teams, and also teams who are struggling or unsureabout how their work is perceived by others.

The data needs to be interpreted with contextual awareness, this being what the current situation is, for example, is the team a start-up, has itjust been taken over, is it rapidly expanding or recovering from underperformance, is its purpose clear, what is happening systemically in thefield/the sector it operates in?

Each graphed bar of data represents the average of the responses for that group of respondents. The maximum range of each graph is from -2to 2. The actual range on each graph represents the minimum and maximum values of the data presented.

TAP360 provides invaluable insights into your team. The themes have been carefully aligned with research on high performing teams andmapped to the CoachME Team Coaching Model ™. It addresses both your internal dynamics and your external relationship with stakeholders.

Profile Summary

Consider the following questions when exploring this data:

�. What do you see as overall patterns?

�. Where does the team see itself as being more or less effective?

�. What ways does this compare to the data from other stakeholders?

�. What are you curious about?

List of Respondents

TAP360 provides rated data as well as narrative, with options of data being provided from:

Team Leader Team Members Key Stakeholder Internal stakeholder(s) External stakeholder(s) Other(s).

This section provides you with an overview of the report, comparing data from the Team Leader AND the Team Members with the data from allother stakeholders.

As with the statements that the respondents rated, the results of the profile are aligned with the CoachME™ Team Coaching Model to showhow the team, and the stakeholders, perceive the team’s strengths and development areas in terms of the 8 facets of the model:

Skills (drawing upon the team level skills, working to close skills gaps, adapting and using new skills that are required) Knowledge (thoroughly drawing upon the knowledge of the team and researching to close knowledge gaps) Behaviours (the team’s attitude, values and mindset, acting as a real team, team leadership) Action (the way results are delivered, responsiveness and how effective communication is) Results (the creativity, quality, quantity, speed and cost) Transition Planning (including coping with setback, working iteratively, managing dependencies, celebrating milestones) Reflection (reflecting upon processes, systems, relationships, and applying the learning, then reflecting again to improve incrementally)

Systemic Focus (ensuring that the needs of internal and external stakeholders and addressed).

Deep Dive Data

This section of the profile provides you with detailed data in terms of the categories being rated and the specific collated data from the variousstakeholders. This analysis ensures that the team is made aware of, not only specific areas of strengths and development areas, but also whatthe stakeholders are unsure of in terms of the competencies of the team. This helps the team to identify key areas to sustain and grow, andothers to develop to increase effectiveness.

Narrative

This section of the report provides you with narrative data from the various stakeholders in terms of what they believe the team needs to stop,start and continue doing, as well as the potential impact of working upon the suggestions provided.

What if...

This final section provides a roadmap to moving further on the journey of being a high performing team, to enhance the value the team isproviding, and ways to partner with a CoachME Team Coach on the journey.

What are the benefits of the CoachME Team Coaching Model?The profile indicates areas where your team need to grow to be more effective in delivering the best results for the various stakeholders. Itprovides a sound framework that can be used to drill into needs by team leaders, external consultants or team coaches so that suchpartnerships can be most effective.

TAP360 has been created from a substantial global research base across sectors and cultures. The feedback is reported across 8 key facets ofthe CoachME team Coaching Model.

The model holds a systemic lens and allows the team to consider what is needed ‘out thereʼ and the ways those needs can be

addressed ‘in here ,̓ whilst also anticipating future needs.

Deep Dive data

This section allows you to explore through deep dives into specifics of high performing team indicators. It provides a breakdown of what theteam and stakeholders have rated on all the areas in the model. This data will identify particular strengths and issues which are helping orhindering team synergy and effectiveness.

Ways to work with the data

In this section you will see a series of graphs showing the ratings given for each statement across the Team Connect questionnaire,summarised by the different feedback groups.

Section (1) - Skills

SKILLS - Q1: The team regularly spends time defining and clarifying scope. (Mean Responses)

Respondent Numbers Team Leader 1 Key Stakeholder 2 Internal Stakeholder 2 External Stakeholder 1 Team Member 8

Other 2

Negative Positive

Unable to comment: 3

Member Type Mean

Team Leader 1.00

Team Member 0.13

Key Stakeholder 0.00

Internal

Stakeholder

0.00

External

Stakeholder

0.00

Other -0.50

SKILLS - Q2: The team manages systems, processes and resources effectively. (Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.13

Key Stakeholder -1.00

Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other -2.00

SKILLS - Q3: The team has people with the right skill set in it. (Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 1.38


Internal

Stakeholder

1.00

External

Stakeholder

1.00

Other 2.00

SKILLS - Q4: The team is skillful in adapting its thinking to unfamiliar, unpredictable, complex and challenging

situations. (Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.50


Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other -1.00

SKILLS - Q5: The team draws upon the skills of its members. (Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader -1.00

Team Member 0.13


Internal

Stakeholder

1.00

External

Stakeholder

1.00

Other -0.50

SKILLS - Q6: The team functions as a real team (and not a group). (Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader -1.00

Team Member 0.75


Internal

Stakeholder

-0.50

External

Stakeholder

1.00

Other -1.00

Section (2) - Knowledge

KNOWLEDGE - Q1: The team has a clear understanding of what is expected from different stakeholders.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 1.50


Internal

Stakeholder

1.50

External

Stakeholder

2.00

Other 2.00

KNOWLEDGE - Q2: The team asks stakeholders for regular feedback.(Mean Responses)


Other 2

Negative Positive


Member Type Mean

Team Leader 0.00

Team Member 0.25


Internal

Stakeholder

0.00

External

Stakeholder

0.00

Other -0.50

KNOWLEDGE - Q3: The team has a clear purpose linked to expectations of different stakeholders.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.75


Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other -2.00

KNOWLEDGE - Q4: The team has the right people with the right knowledge in it.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.25


Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other -1.50

KNOWLEDGE - Q5: The team learns from team members leaving and those joining.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.63


Internal

Stakeholder

-0.50

External

Stakeholder

1.00

Other -1.00

Section (3) - Behaviours

BEHAVIOURS - Q1: The team works in synergy.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 1.00


Internal

Stakeholder

0.50

External

Stakeholder

1.00

Other 0.00

BEHAVIOURS - Q2: The team is responsive to the wider system(s).(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.88


Internal

Stakeholder

0.00

External

Stakeholder

1.00

Other 0.00

BEHAVIOURS - Q3: The team lead themselves, others and things effectively.(Mean Responses)


Other 2

Negative Positive


Member Type Mean

Team Leader 0.00

Team Member 0.50


Internal

Stakeholder

0.00

External

Stakeholder

0.00

Other 0.00

BEHAVIOURS - Q4: The team is engaged.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 0.00

Team Member 0.63


Internal

Stakeholder

0.00

External

Stakeholder

1.00

Other -1.00

BEHAVIOURS - Q5: The team is focused.(Mean Responses)


Other 2

Negative Positive


Member Type Mean

Team Leader 1.00

Team Member 0.63


Internal

Stakeholder

0.00

External

Stakeholder

0.00

Other -1.00

BEHAVIOURS - Q6: The team avoids ‘drama ,̓ and yet can have constrictive, difficult conversations.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 2.00

Team Member 0.38


Internal

Stakeholder

2.00

External

Stakeholder

1.00

Other 0.50

BEHAVIOURS - Q7: The team celebrates together.(Mean Responses)


Other 2

Negative Positive

Member Type Mean

Team Leader 1.00

Team Member 0.25


Internal

Stakeholder

-1.50

External

Stakeholder

1.00

Other -1.00

Section (4) - Reflection

REFLECTION - Q1: The team recalibrates when needed and is agile.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 0.00

Team Member

(8)

0.38

Key Stakeholder

(2)

0.00

Internal

Stakeholder (2)

0.00

External

Stakeholder (1)

1.00

Other (2) -0.50

REFLECTION - Q2: The team is aligned in terms of strategy, objectives, purpose and values.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member

(8)

0.88

Key Stakeholder

(2)

0.00

Internal

Stakeholder (2)

0.00

External

Stakeholder (1)

1.00

Other (2) -0.50

REFLECTION - Q3: The team makes time for innovation in terms of products, processes and services.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader -1.00

Team Member

(8)

0.63

Key Stakeholder

(2)

0.00

Internal

Stakeholder (2)

-0.50

External

Stakeholder (1)

1.00

Other (2) -1.50

REFLECTION - Q4: The team has real insight of the needs of the organisation and its stakeholders.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 1.00

Team Member

(8)

0.63

Key Stakeholder

(2)

0.00

Internal

Stakeholder (2)

-0.50

External

Stakeholder (1)

1.00

Other (2) -1.00

REFLECTION - Q5: The team regularly reviews what they could not deliver, what they deliver, and the way it is was

delivered.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member

(8)

0.75

Key Stakeholder

(2)

-1.00

Internal

Stakeholder (2)

0.00

External

Stakeholder (1)

1.00

Other (2) -0.50

Section (5) - Action

ACTION - Q1: The team has clear and agreed ways of working together.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 0.00

Team Member 0.50


Internal

Stakeholder

-0.50

External

Stakeholder

1.00

Other -0.50

ACTION - Q2: The team acts upon feedback from stakeholders.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member 0.63


Internal

Stakeholder

0.50

External

Stakeholder

0.00

Other -0.50

ACTION - Q3: The teamʼs actions are effective because they act from clear individual and team roles clarity.(Mean

Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 0.00

Team Member 0.63


Internal

Stakeholder

-1.00

External

Stakeholder

2.00

Other -0.50

ACTION - Q4: The team members represent the whole team and are ‘on brandʼ when engaging with stakeholders.(Mean

Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 2.00

Team Member 0.13


Internal

Stakeholder

-1.50

External

Stakeholder

1.00

Other -1.00

ACTION - Q5: The team acts upon their reflective learning.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 2.00

Team Member 0.25


Internal

Stakeholder

-0.50

External

Stakeholder

1.00

Other -1.00

Section (6) - Results

RESULTS - Q1: The team is accountable to each other.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 2.00

Team Member 0.63


Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other -1.50

RESULTS - Q2: The team is responsive.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 1.00

Team Member 0.63


Internal

Stakeholder

-1.00

External

Stakeholder

1.00

Other 0.00

RESULTS - Q3: The team delivers quality results.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member 0.38


Internal

Stakeholder

0.00

External

Stakeholder

1.00

Other 0.00

RESULTS - Q4: The team openly communicates concerns in delivering on quality, quantity, time and price.(Mean

Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 0.00

Team Member 0.00


Internal

Stakeholder

0.00

External

Stakeholder

1.00

Other 1.00

RESULTS - Q5: The team adapts quickly to change.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader -1.00

Team Member 0.25


Internal

Stakeholder

-0.50

External

Stakeholder

0.00

Other -0.50

Section (7) - Transition Planning

TRANSITION PLANNING - Q1: The team adapts quickly to change.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 1.00

Team Member 0.25


Internal

Stakeholder

0.50

External

Stakeholder

0.00

Other 0.50

TRANSITION PLANNING - Q2: The team plans effectively.(Mean Responses)


Other 2

Negative Positive

Member Type Average

Team Leader 1.00

Team Member 0.25


Internal

Stakeholder

1.50

External

Stakeholder

1.00

Other 0.50

TRANSITION PLANNING - Q3: The team is resilient and can cope with setbacks.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member 0.25


Internal

Stakeholder

2.00

External

Stakeholder

-1.00

Other 0.00

TRANSITION PLANNING - Q4: The team creatively works with dependencies.(Mean Responses)


Other 2

Negative Positive


Member Type Average

Team Leader 1.00

Team Member 0.38


Internal

Stakeholder

1.00

External

Stakeholder

-1.00

Other -0.50

Section (8) - Narrative

This section is an open space for the respondents to share what they would like the team to stop, start and continue. The narrative canoften bring the scores to life and help the team further understand the ways that stakeholder needs can be met more effectively.

1. What does the team need to stop? What if this doesn’t stop?Team Leader

1. Having feelings of disappointment about BrandME being sold by Henley and Mike - to ZBrand. The team might lose motivation tocontinue growing the business and decrease the team's performance, compromising the new company's success.

Key Stakeholder

1. Coming across as a confused group of people.2. They need to stop living in the past.

Internal Stakeholder

1. Stop radio silence.External Stakeholder

Team Member

1. Stop changing decisions every couple of days; it is getting impossible; people are frustrated.2. We need to stop working on individual agendas and solo strategies. Alignment is required with the new management and HQ, withclear communication and strategy from the top.3. We have 5 staff, all are effective and work well together. So don't need to Stop anything.4. Mixed messages and politics from other departments.5. Worrying about job security and complaining about the archaic computer system used by ZBrand. 6. Wasting time, communicate better and deliver results

Other

1. The team needs to stop working as an isolated company.2. Blaming each other

2. What does the team need to start? What will the impact be?Team Leader

1. Better communication between Omar and Ju. More clarity to the team and direction on what to do, individual expectations, and teamdirection in relation to new acquisition.

Key Stakeholder

1. The team needs to listen to internal stakeholders and meet their needs.2. They need stakeholder mapping to ensure they are all clear about who their stakeholders are, what that they need and how they canmeet those needs.


1. The team needs to start playing as part of the bigger picture as opposed to living in the past. If they do not, then their effectiveness willfurther reduce.2. Start listening to our needs.

External Stakeholder

Team Member

1. Start planning better and faster; it would help us doing our job properly and on time.2. More synergy between us and ACDO is needed.3. Clear communication, feedback and willingness to adapt to best working practice of operational facets to management and reporting.4. The team are asked to liaise more with new strategy and work in collaboration with new colleagues in ZBrand and Europe for cross5. Higher degree of individual accountability with a one team external map of where we are so that we can identify the gaps6. Being more vocal about how to support ZBrand to bring their systems up to date. Having transparent conversations with ZBrandregarding job security. Team also needs to spend some time realigning clear roles considering the reduced workforce.7. work hard and focus

Other

1. The team needs to clearly understand the needs of internal and external clients.2. Looking at the problems without assigning blame

3. What does the team need to continue? Why is this important?Team Leader

1. Investing on the collaboration, team-oriented culture which praises for being non-hierarchical, minimising the need for bureaucracyand control. Because it increases sense of individual responsibility, impacting on the team's overall performance and growth.

Key Stakeholder

1. The team needs to continue to be creative and produce quality results.2. Continue being creative.


1. The team needs to continue being creative and using strengths or their reputation will be poor in terms of quality AS WELL AS What if...process.

External Stakeholder

1. Continue with the quality. We love it!Team Member

1. No comments2. Being creative.3. Resilience, and sticking together through change4. Continue the great work they have been achieving.5. Working well together as these are my people6. Working hard and communicating effectively as well as responding effectively to the needs of all stakeholders. 7. expanding and hiring better talents

Other

1. The team needs to continue drawing upon their creative talents.2. Being transparent about issues

4. Any final comments you wish to make?Team Leader

1. The new financial targets set by ZBrand have to be realistic and more specific in order for the BrandME team to have proper time toadjust to the new CEO's expectations. On the other hand, Ju has to find more time to communicate clearly and meet Omar to clarify hisfrustration on the poor performance of the team. Additionally, there is an urge to resolve the incompatibility between the twomanagement information and accounting systems, to increase BrandMe's profit. What is happening at the sales department, that ledBrandME to recruit a new sales manager and three new sales staff?

Key Stakeholder

1. Omar needs to be a stronger leader with more voice. Arn needs to continue driving BD forward. Layla and her team need to work withmore agility and provide quicker, more effective systems for stakeholders' time on financial issues to be reduced.


1. The leader needs to step up to leading around processes.External Stakeholder

Team Member

1. None2. Money doesn’t fix all problems. Incentives are appreciated, along with promotions and responsibility. The key here is merging twocultures and taking the best from both with a level of productive compromise3. We need the three new staff members in order to concentrate on generating new business to negate the fall off in the past fourmonths. This is not helped by the somewhat antiquated systems of ZBrand, which is taking time and efforts away from team output.4. Having been at BrandME for less than a year before ZBrand launched its takeover, it has been a real challenge to give my team theconsistency and support they need in order to maximise productivity. The issues with ZBrand's design system need to be resolved as myteam feel that they are being asked to 'move backwards' instead of forwards. A real bug-bear is the attitude of ZBrand's design teamwhen help is offered, they do not appear to want to make any effort to upgrade or upskill. My team are really frustrated with this but, weremain self-sufficient and are working well.5. Make this work!

Other

1. Wondering if team building would be beneficial?2. Nothing more

What if...

This section will help you, as a team, work upon ways to channel the data to identifying specific, measurable, attainable, realistic, resonant, timebound ways that it can be acted upon.

Questions to consider include:

�. What key themes stand out in the data?

�. What alignments are there in terms of the teams own awareness and insights from the various stakeholders?

�. What is one thing that can be implemented immediately to impact the team positively in terms of relationships?

�. What more do stakeholders need in terms of the teams skill level?

�. What does the team need to learn?

�. What is the key learning around the way the team performs to complete tasks?

�. What dissonance lies in the data? And what could be causing that?

�. What questions still need answers?

With a focus upon transition planning, action and results, partnering with a CoachME Team Coach can enable the team to draw up

your plan, acting and ensuring momentum, then reviewing progress.

Being a high performing team involves a mix of the right processes and effective relationships. High performing team measures also

include creating and adding value for the wider system(s).

The results we produce.

AS IS (How this is right now)

TO BE (What the stakeholders, and we as a team need include why – for the sake of… and the impact we want is…)

ACTIONABLE TASKS (What way we are going to close this gap including what, who, when, how where and measures of results)

The way we work together.

AS IS

TO BE

ACTIONABLE TASKS

The results we achieve for our company.

AS IS

TO BE

ACTIONABLE TASKS

The results we achieve for external stakeholders.

AS IS

TO BE

ACTIONABLE TASKS

The way we learn as a team.

AS IS

TO BE

ACTIONABLE TASKS

The ways we navigate dependencies and setbacks.

AS IS

TO BE

ACTIONABLE TASKS

The way we celebrate and reward as a team.

AS IS

TO BE

ACTIONABLE TASKS

What results we achieve for our external stakeholders (suppliers and so forth).

AS IS

TO BE

ACTIONABLE TASKS

What results we achieve for the wider system (CSR and CSI, for example).

AS IS

TO BE

ACTIONABLE TASKS

What we achieve for the world (including the ecosystem).

AS IS

TO BE

ACTIONABLE TASKS

Being a high performing team is not an endpoint, it is a journey. It is not only about utilising the right processes, it is about fostering strong, supportive relationships where challenge is accepted.

Highly effective teams provide added value for all stakeholders. Highly effective teams are strategic, transparent, ‘live’ integrity, take risks and share successes.

As a team, by completing the TAP360, reading the feedback, having coaching around your data, and implementing the action plan above, you have taken some great strides on your journey towards ensuring a sustained high performing team culture.

Congratulations!

date: 25 may 2020€¦ · team: brandme/acdo. overview background information this tap360 profile...

Documents