#EntAnon (Entrepreneurs Anonymous, www.entanon.com) workshop facilitated by Insights Ireland consultant Laurence Knell (@laurenceknell) at the Bank Of Ireland premises Grand Canal Square in #Dublin (@BoIStartups) 10 February 2016.

1. Insights into Building a
High-Performance
Team
10th February, 2016
Laurie Knell
Senior Consultant, Insights Ireland
@laurenceknell
@InsightsIRL

2. © The Insights Group Ltd, 2011. All rights reserved.
Foreword
“85% of your financial success is due to your personality
and ability to communicate, negotiate, and lead.
Shockingly, only 15% is due to technical knowledge.”
Carnegie Institute

3. © The Insights Group Ltd, 2011. All rights reserved.
Discovering more about high-performing
teams
Appreciating the role of
personality in driving team
performance
Considering a model of
team effectiveness
Identifying key issues
and challenges
Understanding
high-performance

4. © The Insights Group Ltd, 2011. All rights reserved.
When it comes to teams…
we’re all in the same boat
Sure glad the hole isn’t at our end.

5. © The Insights Group Ltd, 2011. All rights reserved.
What are the
characteristics of
high-performing
teams?

6. © The Insights Group Ltd, 2011. All rights reserved.
Characteristics of high-performing
teams
Lencioni
In a high-performing team people:
- Trust one another
- Engage in unfiltered conflict
- Commit to decisions and plans of action
- Hold one another accountable for delivering against those plans
- Focus on the achievement of collective results
Wageman et al
A high performing team must have:
- The Essentials: Right People, Real Team, Compelling Direction
- The Enablers: Solid Structure, Supportive Context, Team
Coaching
- All linked by Team Leadership

7. © The Insights Group Ltd, 2011. All rights reserved.
The Insights View
High-performance requires…
• Results Orientation
• Shared Purpose
• Agility
• Collaboration
• Trust
• Cohesion
• Clear working methods
• Measurement

8. The Insights Colours

9. © The Insights Group Ltd, 2011. All rights reserved.
The Four Insights Colour Energies
We have all
four Insights
colour energies
within us

10. © The Insights Group Ltd, 2011. All rights reserved.
The Four Colour Energies
On a good
day… Competitive
Demanding
Determined
Strong-willed
Purposeful
Sociable
Dynamic
Demonstrative
Enthusiastic
Persuasive
Caring
Encouraging
Sharing
Patient
Relaxed
Cautious
Precise
Deliberate
Questioning
Formal

11. © The Insights Group Ltd, 2011. All rights reserved.
The Four Colour Energies
On a bad
day… Aggressive
Controlling
Driving
Overbearing
Intolerant
Excitable
Frantic
Indiscreet
Flamboyant
Hasty
Docile
Bland
Plodding
Reliant
Stubborn
Stuffy
Indecisive
Suspicious
Cold
Reserved

12. © The Insights Group Ltd, 2011. All rights reserved.
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks.
Determination
Monitoring
Performance
Discipline
Results focus
Decisive
Assertive
Drive
Enthusiasm
Positive Thinking
Persuasive
Creative
People Skills
Helps Others
Flexible
Shares Ideas
Listens
Loyal
Team Approach
Planning
Organisation
Time Management
Sets Standards
Product Knowledge
Analysis
Individual Strengths in a Team

13. © The Insights Group Ltd, 2011. All rights reserved.
The Jungian Preferences
“Every advance,
every conceptual
achievement of
mankind has been
connected with an
advance in self
awareness.”
– Dr Carl G Jung

14. © The Insights Group Ltd, 2011. All rights reserved.
Psychological Preferences
Jung talked about three pairs of
preferences:
• Introversion and Extraversion
• Thinking and Feeling
• Sensation and Intuition

15. © The Insights Group Ltd, 2011. All rights reserved.
From Jungian Preferences to Colour
Energies
Thinking
Feeling
Introversion Extraversion
But what about
Sensation and Intuition?

16. © The Insights Group Ltd, 2013. All rights reserved.
Sensation and Intuition in every
colour energy

17. © The Insights Group Ltd, 2011. All rights reserved.
Understanding
Team
Effectiveness

18. © The Insights Group Ltd, 2011. All rights reserved.
Defining Moments
There are significant changes in the social, economic or political climate
There is a merger or acquisition
There is a change of leader
New priorities are assigned
An unexpected decision is announced
The scope of the project changes
There are personality clashes and/or power struggles
There has been a violation of trust in the team
A major mistake has been made – the team have received poor feedback
The team has not met their targets
There is pressure for increased innovation

19. © The Insights Group Ltd, 2011. All rights reserved.
Team Effectiveness Model

20. A team that is focused will:
• have a clear direction
• know their vision and goals
• have their sights firmly on the deliverables
• take action on the ‘right’ things
• be accountable for what they have committed to
Focus

21. When a team is in flow, they:
• create solutions and solve problems collectively
• engage in dialogue
• learn as a team
• respond quickly to external input
• make the changes necessary to overcome obstacles
Flow

22. In a positive climate the team has:
• a high level of trust
• a high degree of engagement and motivation
• the willingness and ability to delve into challenging
discussions
• the ability to maintain cohesion under pressure
• a genuine sense of caring and support
Climate

23. If the team has effective processes, it has:
• clear roles for each member
• roles that are linked and interdependent
• the right mix of capabilities within the team members
• a clear decision making process
• measurements in place to monitor progress
Process

24. © The Insights Group Ltd, 2011. All rights reserved.
How
effective is
YOUR
team?

25. Individual Performance
Strong Mission Cohesiveness under Pressure
Openness and Candour
Commitment to Results
Rapid Response
Decision Making
Interdependencies
Potency and BeliefDialogue
Connection and Inclusion
Ideation Priority Alignment
Team Learning
Focus on Deliverables
Reliability
Positive Atmosphere Clarity of Roles Adaptability
Shared Vision Team Performance Synergy
Mutual Respect and Positive Regard
Innovation Authenticity
Passion for Action
Constructive Conflict Mix of Capabilities
Clear Objectives
Acting on Feedback
Consistency and Quality
Accountability
The 32 Factors

26. © The Insights Group Ltd, 2011. All rights reserved.
FOCUS
FLOW
CLIMATE
PROCESS
Team Effectiveness
Positive + Negative -

27. © The Insights Group Ltd, 2011. All rights reserved.
© Andrew Lothian, Insights, Dundee, Scotland, 2006. All rights reserved. INSIGHTS, INSIGHTS DISCOVERY and INSIGHTS WHEEL are registered Trade Marks.
Key points
• High-performing teams recognise their strengths
and work with their weaknesses
• Diversity is critical for creativity and innovation
• Roles within a team must be clear and well-defined
• Self-awareness leads to cohesion and mutual
understanding, which in turn results in trust
• Trust enables constructive conflict and dialogue
• Common goals and accountability are key to team
success

28. Thank you!
LKnell@insightsireland.com
www.insights.com