Talent and Performance Development
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Talent and Performance Development
Making sense of performance and talent development systems to create & sustain high performance in organizations. For the BEST of the BEST curated news in performance, change, agile learning, innovation, motivation, social media and careers, SUBSCRIBE to Reveln.com/Tools/
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Scooped by Deb Nystrom, REVELN
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How Avery-Dennison Does Strengths Right, Building Strong, Versatile Leadership Teams

How Avery-Dennison Does Strengths Right, Building Strong, Versatile Leadership Teams | Talent and Performance Development | Scoop.it

A global manufacturer and distributor uses its Leading to Win program to promote a team spirit through recognizing strengths and weaknesses, getting everyone’s best contribution to the team, boosting team connectivity and resilience. Participants are encouraged to discuss and reconsider team roles and group dynamics.

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The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.

     

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The program uses divergent perspectives and underrepresented strengths that often get neglected. Further, it illuminates blind spots so the team can avoid going overboard with shared strengths. The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.

    

From an individual and team perspective:   managers frequently don’t understand their strengths and therefore are prone to underdo or overdo them. Through self-awareness and effort they can make better use of their strengths. The approach also identifies weaknesses they can’t afford to ignore for both managers and teams.

    

Summary reports present aggregate data from both assessments that team members analyze together to identify trends and their implications.

    
The program uses divergent perspectives and underrepresented strengths that often get neglected. Further, it illuminates blind spots so the team can avoid going overboard with shared strengths. The result is not just stronger and more versatile leaders, but also stronger and more versatile teams.


 

Deb Nystrom, REVELN's insight:

This piece features a balanced view of using strengths and weaknesses tools, featuring 360 feedback, for large organizations that have the resources and maturity to do 360 right.  360 processes can be easily under-resourced, which only creates more problems than it solves. 
   
The two assessment tools central to the success of the program are (from the article):

    

Realise2, a self-assessment of 60 strengths gauged according to performance, usage and energy. Results are sorted into four categories: realized strengths, unrealized strengths, learned behaviors and weaknesses.

   

The Leadership Versatility Index, is a 360 that provides feedback on how co-workers observe strengths, learned behaviors and weaknesses. The LVI’s “Goldilocks” rating scale ranges from “too little” to “the right amount” to “too much.”

Source:  Chief Learning Officer's August 2014 feature, "Strength is Not Enough."

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Rescooped by Deb Nystrom, REVELN from New Work, New Livelihood, Careers
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3 Success Factors for High Performance Teams, and What Gets In the Way

3 Success Factors for High Performance Teams, and What Gets In the Way | Talent and Performance Development | Scoop.it

Leadership today has evolved greatly.  Our systems for supporting high performance and leadership in teams and in entire organizations has not kept up with the times."


See the article, SlideShare and videos here.

Excerpts:

At a recent workshop with JVS in Southfield Michigan, I shared some of the research and practical organization experience I’ve collected on high performance teams.
 


As we hear of findings and new development from “big data” AND “small data” (highly personalized, tracked), it is also good to explore how access to performance data can inform leadership at all levels and encourage team achievement and speed, especially when old practices that slow and interfere with performance are removed.


Also keep in mind the differences between true teams vs. psuedo-teams  and groups.  Many project and task groups are assembled as teams to accomplish a charge or purpose.    Sometimes these groups or teams: 

  • produce an innovation or breakthrough success for their organizations,
  • are formed based on a favorite interest or pet project idea of an executive that, in hindsight, provides limited value to their organization.    
    
Deb Nystrom, REVELN's insight:

Besides research, this article includes my  interview findings of what stops performance dead in its tracks, including fresh insights from an interview of a millennial, a 25 year old, describing her work experience after graduating from college in 2010.    ~  Deb

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Deb Nystrom, REVELN's curator insight, September 10, 2013 8:39 PM

This is one of my own posts featuring research on emotional space in high performance teams as well as the positivity / negativity ratios in such teams.   What do you think?  ~  Deb

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Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It!

Choices for High Performance Teams, Groups and Psuedo-Teams: Achievement Is How You Say It! | Talent and Performance Development | Scoop.it

Looking for high performance in your organization?  Then take a good look at teams vs. groups.  Research findings about how work teams appear to be gaining in strength, and the communication patterns that help it happen.

Deb Nystrom, REVELN's insight:

This is my own new blog posts on high performance team research.  It includes a handout on the differences between teams and groups or psuedo-teams, as well as research from several sources that help define what makes a real team as well as a high performance or "dream" team.  ~  Deb 

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What Can Swarms Teach Us About Teams and High Performance?

What Can Swarms Teach Us About Teams and High Performance? | Talent and Performance Development | Scoop.it

"Do you want your organization to behave in a more collaborative way? For better results, try taking some cues from nature."


The notion of “swarming” to assemble a cross-functional or cross-departmental team, could be considered a key factor in an organization’s ability to develop and thrive.


Gartner described a work swarm as a “flurry of collective activity” to deal with non-routine workplace problems or opportunities. Without this option, organizations can fall short in their quest to respond to stressors (or opportunities) in quickly changing internal and external environments.


....Building a pipeline of talent is imperative with swarming – but this should be developed in a manner that is meaningful. Mapping the skills and strengths of potential team players within relevant industries, becomes a critical goal.


Furthermore, teaming applications (like Jostle), can also help document the evolving skill sets of potential contributors.


Related posts by Deb:


    
    
Deb Nystrom, REVELN's insight:

If you want to jump start an exploration of swarming, look at large group methods  that are swarm friendly, including Open Space Technology - photos here.


Also, this article reminds me of the Membership, Control, Goal simple model that helps create movement & synergy in a team.


I'm encouraged by organizations looking seriously into swarming support and creating more  permeable boundaries around formerly rigid roles.   ~  Deb

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Deb Nystrom, REVELN's curator insight, August 22, 2013 10:23 AM

Agile Learning include teams including flexible, adaptable conditions, vs. more rigid hierarchies, that allow teams to develop.  ~  D

Deb Nystrom, REVELN's curator insight, November 7, 2013 11:07 AM

A post that gathered interest  right away on the Talent and Performance Development curation stream.  Note the key aspect, "non-routine" workplace problems or opportunities. "


Don't we all have these?  Are we ready to respond to non-standard events, "anti-fragile?"


From  Talent and Performance Development, which also features recent articles on performance metrics and management (reinvention.)

~  Deb