dr. janice presser, ceo the gabriel institute

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


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.


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’?


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.


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.


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.


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.


Businessis a team sport.


They all spell ‘team’ with 2 letters:

ME


When people can’t (or won’t)‘team’ well,

what happens toteam performance?


SBA: 34% of new enterprises close within 2 years.

VC industry: 60% of failures are due to people problems


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


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


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


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


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?


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


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?


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?


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’?


There isa completely new way

to predicthow people will perform

in teams.


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


What you measure is what you get.


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


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.


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’


RBA: reveals information not identified by other means

• Coherence• Role• Teaming Characteristics


‘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!


One thing you can count on…

A Coherent person A Coherent person will be will be

a good team player.a good team player.


‘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


The Team Starts with the Founder

• Has the Vision• Inspires Followers• Feeds the Team


Vision Balanced by GroundingVision Mover Vision Former


Drive Balanced by Organization

Action Mover Action Former


Obtain and Provide the Essentials

Explorer Watchdog


Create Community, Culture, and Coordination

Communicator


Fix Problems, Bank the Solutions

Conductor Curator


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

]


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

]


Why Role is so important…

Aligning Roles with Aligning Roles with job responsibilitiesjob responsibilitiesimproves workplace improves workplace

performance.performance.


‘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


Organizational Value

Teaming Characteristics Teaming Characteristics align job-fit with align job-fit with

industry, culture, and industry, culture, and business needs.business needs.


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


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!


What would happen if everyone on your team could be a great team player?


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

dr. janice presser, ceo the gabriel institute

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