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The Margerison-McCann Team Management Wheel
Explorer
Promoter
Assessor
Developer
Thruster
Organiser
Concluder
Producer
Controller
Inspector
Upholder
Maintainer
Reporter
Adviser
Creator
Innovator
®
D. (Dada) Maseko
These are your major and related role preferences on the
Margerison-McCann Team Management Wheel.
The Team Management Systems logo and Team Management Wheel are registered trademarks.
Name:
Organisation:
Major Role:
Related Roles
Key Preference Areas
:
:
D. (Dada) Maseko
Sub-Saharan Africa Brand
Ambassador
Explorer-Promoter
Creator-Innovator
Assessor-Developer
Exploring, Organising, Advising
Your personal Team Management Profile provides you with information about your work
preferences. It is a starting point for consideration and discussion of how you approach your work
and your interactions with others in the workplace.
All work teams need to consider eight key activities essential for high-performance:
Advising
Innovating
Promoting
Developing
Organising
Producing
Inspecting
Maintaining
Gathering and reporting information
Creating and experimenting with ideas
Exploring and presenting opportunities
Assessing and testing the applicability of new approaches
Establishing and implementing ways of making things work
Concluding and delivering outputs
Controlling and auditing the working of systems
Upholding and safeguarding standards and processes
Your own work preferences have been derived from your responses to the Team Management
Profile Questionnaire. While you may work in any of the areas of the Wheel, your highest
preference area, or Major Role, has been identified together with two Related Roles which
indicate your next highest preference areas. All the roles are displayed on the Team Management
Wheel shown at the front of this Profile. The Linker role at the centre is the responsibility of all
team members.
Note that the Team Management Profile Questionnaire does not measure skill or experience - you
may have good abilities in areas of work where you have low preferences. However, where there
D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
1
is a good match between your preferences and the demands of your job, you are more likely to
enjoy work, develop skills and perform well. Where a group is made up of individuals with
complementary work preferences, it has a higher chance of being effective.
Your roles on the Team Management Wheel arise from your preferred approaches to work in four
different areas:
 how you relate with others
 how you gather and use information
 how you make decisions
 how you organise yourself and others.
These four work preference measures are shown on the next page as bipolar scales ranging from 0
to 30 either side of a centre point.
For example, on the first work preference measure, the length of the bar to the left shows the
extent to which you relate to others at work in an extroverted way. The bar to the right indicates
the extent to which you relate to others at work in an introverted way.
Similarly the second measure indicates the extent to which you gather and use information in
either a practical or creative way. The third measure looks at the extent to which you make
decisions in either an analytical way or according to your beliefs, and the fourth measure
determines whether you like to organise yourself and others in a structured or flexible way.
By subtracting the lower score from the higher one for each measure, a net score is obtained. This
is indicated by a black vertical line. These are E: 11; C: 13; B: 3; S: 2 and are the foundation of
your major role preference.
D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
2
WORK PREFERENCE MEASURES
How You Relate With Others
How You Gather and Use Information
How You Make Decisions
How You Organise Yourself and Others
Extrovert Introvert
Practical Creative
Analytical Beliefs
Structured Flexible
30 20 10 0 10 20 30
30 20 10 0 10 20 30
30 20 10 0 10 20 30
30 20 10 0 10 20 30
3D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
OVERVIEW
Explorer-Promoters enjoy work with a lot of variety attached to it. If the job becomes routine or
dull, then it is likely they will go in search of some new project or venture that can stimulate them.
Normally, they will have a high energy level, providing the work is challenging, seen to be of
some importance and with a useful purpose. They are important members of any team. Their
outgoing approach, combined with their desire to see new initiatives advanced, is a force for
change and adaptation. The term Explorer-Promoter is, therefore, an appropriate one for people
who prefer to work in this way.
As an Explorer-Promoter, you will find it easier than many others to establish good relationships
with colleagues. Indeed, it is probable you will value a work environment where people are
friendly and considerate, and appreciative of the work you are doing. You do not like sitting in an
office for long periods by yourself, thinking about the situation and planning in a detached,
analytical way. You prefer to talk through your ideas, even if they are half-formed. Indeed, you are
likely to be stimulated by the comments that others make, even if you disagree with them.
However, you like this kind of challenge and confrontation to be done within a group that is
warm, supportive, and friendly and, therefore, look to build a team of people with whom you can
have easy-going but interesting and exciting relationships.
While you enjoy other people's views, it is likely you will have clear ideals, standards and
convictions which guide your decision-making. Indeed, you will be loyal to these ideals and to the
people who support them. Occasionally, you may be so concerned with these concepts and the
way they are expressed by people whom you admire, that you may underestimate your own
contribution.
A great strength is your vision and imagination. You may sometimes feel you have dealt with a
problem before, even if it is a new one, insofar as you have an intuitive feel of what should be
done.
You probably spend a lot of time looking at the possibilities and opportunities for new initiatives
4D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
and, to this extent, can sometimes be very optimistic. You may be interested in the overall plan
and will not spend too much time gathering detailed facts. Others may say you have lots of ideas
but don't concentrate enough on the detail. If this is so, you need to look at the balance of your
team and bring in other people to complement your strengths.
You can organise people and things without too much preparation or planning. You rely on your
'sixth sense' to tell you what is right. This is usually a combination of insight, combined with
strong values and beliefs, telling you what is appropriate or inappropriate.
Overall, you tend to adopt a role where you Explore and Promote opportunities, always pressing
for improvements which may be of help to those in need or less fortunate than yourself. When you
believe in the end being pursued, you can work twice as hard and encourage others to do so as
well. You enjoy a job with a great deal of variety, where you can use your verbal skills and
abilities to express yourself. Project work, where you can move from one project to another, can
be of interest to you.
5D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
LEADERSHIP STRENGTHS
It is your outgoing approach, combined with your creative insight, which has a major influence on
your leadership style. Sometimes you can be enthusiastic and even impulsive, particularly when
you believe strongly in the issues at stake.
People appreciate your leadership when you give spontaneous praise for jobs well done, discretion
based on clear objectives, and support when problems arise. You have an inclination to do these
things, but often lack of time intervenes because you take on so many projects. You may need to
be tough on your priorities.
You will put forward your views strongly and expect others to follow your leadership. You
usually have great confidence in your ideas and feel others must share them. If people do not
understand and support your plans, you will usually be surprised.
You can be tolerant of others who share your beliefs and perhaps do not always give constructive
criticism when it is needed. Some may say you are good-hearted and always look for the best in
others. You see yourself as trustworthy and expect others to be likewise. Consequently, you may
be surprised when people let you down.
You can often be persuasive with audiences when communicating your views and putting together
a very wide picture on issues which are seen by others to be rather intangible and complex. Your
gift for expression is particularly forceful when you are advocating a line of action based on your
personal values. Indeed, some may say you don't always support your ideas and beliefs with
sufficient facts and hard evidence, but rely too much on your conviction.
Your management approach is quite entrepreneurial and you will not be put off when others tell
you your ideas will not work. You will push forward in the face of much opposition to achieve
what you think is right. It is this characteristic which ensures the success of many entrepreneurial
managers.
6D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
Because you can organise, often without planning, you probably feel others can or should do so
also. However, many people like to know what they are going to do well in advance and find it
hard to follow some of your moves.
When you do have a high need to structure time and priorities, you will want to see action rather
than just ideas. It is probable you will often be involved in co-ordinating others to get a job done.
This you can do and in fact do well, particularly if you believe in the objective being pursued. You
tend to lead from the front rather than from behind.
You are often at your best when leading a new project. By contrast, leading a team doing a
repetitive task may not inspire you as much. The challenge comes in finding new ways, new
methods and new avenues. You tend to be much better at going forward to Explore and Promote
new initiatives than at maintaining existing, well-tried systems.
7D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
DECISION-MAKING
You will tend, to a large extent, to judge issues on your creative ideas, personal beliefs and values.
This is a powerful combination. While you will go out and gather facts and opinions, you will be
guided by your inner convictions. Where your beliefs and the requirements of the situation
coincide, this is fine, but you may find personal conflicts when your own principles tell you to do
one thing and the situation demands other behaviour.
You can be extremely influential in persuading others to make a decision in the direction you
suggest. Indeed, you are probably surprised when others do not accept your views and direction.
Above all, you do not like putting off decisions. Having gone out and made the effort to talk to
people, you like to get your ideas moving forward. Some will say you want to move too quickly at
times.
Nevertheless, you respect people's views and will spend a lot of time talking to others, getting
their opinions and putting forward your own. You don't like to offend people and often try to
establish a decision that will have wide support, providing it does not infringe your basic
convictions. Usually though, you will be uncompromising on matters that are fundamental to your
beliefs.
If you feel a decision is right, you will push for what you believe is correct, regardless on some
occasions of the rules, procedures, and possibly the costs. When you do feel strongly, others may
say you don't listen sufficiently well and will do what you intend to do regardless. This is where
the combination of strong beliefs, together with your need for action, can lead to a rushed
decision.
You often follow your intuition when dealing with complex problems with no easy solutions. You
may not be able to explain your hunches, but at times feel a decision should go in a particular
direction, even though you don't have hard evidence to support it.
You probably enjoy situations which involve a fair degree of complexity, rather than problems
8D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
which can be solved through the application of known methods and principles. Seeing a creative
way of reaching a conclusion is fascinating to you and the decision process can be as important as
the ultimate outcome.
You probably feel you involve people a lot in the decision-making process because you talk to
them a great deal. You may wish to check out this assumption to see if they really do feel
involved, in the sense that they can influence you, as opposed to their being influenced by you.
The more experienced you are, the better able you will be to handle this important balance.
Overall, you will welcome the opportunity to have a role where you can make decisions, although
at times you may be impatient to get quick results so that you can move on to the next project.
9D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
INTERPERSONAL SKILLS
You will usually find it easy to meet others in a variety of work situations. Indeed, you will
probably seek out various opportunities to meet and discuss ideas and developments. You will
usually avoid the situation where you are a back-room person working on your own.
You get many of your best ideas talking with others and search out stimulating company if it is
not naturally available. This may take the form of joining community groups, particularly those
which have an important social purpose, such as to help others in need.
You see the possibilities in situations clearly - both good and bad - and feel the need to do
something to help. You are particularly sensitive to other people's feelings and will often go out of
your way to offer assistance. You strive for what you believe is right and authentic, and will
persevere until you win or lose. While you like harmony and co-operation, you will oppose those
you feel stand against your ideals.
The co-ordination of others towards a goal that you believe in is a strong force in your life. You
may well be seen as an enthusiastic, energetic, promoter of causes. You will also be creative in
getting the necessary resources to achieve your objectives.
You may tend to develop interpersonal relationships where people are for you or against you, as
you are a person who has views that are not easy to ignore. While you work hard, you also believe
you should play hard and will often take an active role in recreational and social activities.
At times you may feel responsible for others and have a sense of guilt if they do not perform well.
You also give generously of your time to those who wish to discuss issues with you. This often
means you don't have enough time for yourself and those close to you. Interpersonal relationships
are important to you, but you also need to establish priorities on a regular basis in this area.
People often appreciate your interest and support, and your willingness in a leadership role to give
autonomy and initiative, even though this may not be said openly. However, you need to follow
10D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
up to ensure people honour the discretion by performing well on a regular basis.
11D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
TEAM-BUILDING
You can develop an effective work team, because of your ability to communicate easily with a
wide variety of people and indicate to them a vision of where the team should be going. You can
also draw out the best in people through your recognition of their abilities and your willingness to
help on an individual basis. For you, everyone in the team has assets that can be developed, even
if they are currently liabilities.
You tend to take an optimistic view of what can be done and may ask the team to take on a lot of
work. At times, this is done without a clear plan being established and you improvise to
accommodate things. You may enjoy this challenge and do it well, even though it could upset
others.
Depending on the task, it is probably vital to have people with a high Controller-Inspector
orientation and also a Thruster-Organiser focus on your team. It will also be valuable to have
someone who can support your ideas and beliefs with facts and relevant data, so a Reporter-
Adviser could be a good addition.
You may need to look carefully at establishing someone in your team, who can comment in detail,
in an objective way, on the proposals and ideas you have. Of course, such a person will operate in
a different way to you. They will be more detached, more dispassionate, probably much quieter
than you, and certainly more detail-oriented. They may work at a slower, but more systematic,
pace than your own. You may find such people hard to work with, but they can usually
complement your work preferences and approach. If they are practical, they will provide the hard
data to help you support your ideas and enthusiasm.
You work hard to develop a team which works in a co-operative, harmonious way. You will
probably not relish conflict with those who work closely with you and share your beliefs. Some
may even say you are too easy on individuals who do not perform properly and should be
disciplined. You may feel such people need to be reformed, rather than punished.
12D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
Overall, you will welcome the opportunity to lead a team which has tasks that involve Exploring
and Promoting new initiatives in exciting areas. You will put a lot of personal effort into
discussing with team members the aims and ideals you feel can be attained. Often the team
becomes enthused and you then have to negotiate the 'political' support in the wider organisation
and the environment to achieve success. This may take up a lot of your time and, if so, you need to
have people on the team who can implement your ideas.
13D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
AREAS FOR SELF-ASSESSMENT
In working with others it is important for you to understand how they see you. In this way, it is
possible for you to develop an approach that relates your own strengths to the needs of others. The
following points should, therefore, be borne in mind:-
 You often tend to speak as you feel. There may be a need to think things through more
carefully before you give your views on a number of issues, particularly those with
‘political’ implications. You should gain support from others in advance, as well as have
detailed facts to back up your case.
 You may also take on too many projects at once and will sometimes have to reduce these
in order to make sure certain things happen on time. There is a possibility you may
overlook important facts and detail, and not work out the practical aspects of your ideas. If
this is so, it is important to have someone working with you who can support you in these
areas. This is particularly important in a leadership role, where you can provide the vision
and encourage others, but then may require someone to look after the details if action is to
follow.
 When it comes to decision-making, you tend to judge things on the basis of your ideals
and beliefs. There are occasions when it is equally important to be more detached and
work out the costs and benefits in detail. If you feel you do not have the time or the
inclination to do this, then you need to select people from the Controlling sectors of the
Team Management Wheel to work closely with you on these issues.
 You can sometimes be a little impulsive and rush into judgements too quickly. Therefore,
it is important to make sure there are people working with you who can help you to get all
the facts and reach a conclusion that will stand the test of time.
Within the context of the Team Management Wheel, you will certainly enjoy the Explorer role
14D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
and will have firmly-rooted views on how things should be organised. Overall, your Profile will
enable you to work out new avenues for development and push towards firm action by
implementing the decisions that are required.
15D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
KEY POINTS OF NOTE FOR EXPLORER-PROMOTERS
 You will tend to be an enthusiastic initiator of new ideas and ventures.
 Your personal beliefs, rather than detached analysis, will drive your overall direction.
 You can often give generously of your time to others and have little time left for your own
personal activities.
 You see the possibilities, both good and bad, through strong imagination.
 You are willing to lead and expect others to follow.
 You can often read the motives of others, and understand them and their problems well.
 You have a strong sense of what is right and wrong.
 You can be impulsive and make decisions on feelings not facts.
 You have a stronger intuition than many others and can 'see' things when there is no hard
evidence.
 You have the gift of expression and can be good with words.
 You value harmony and co-operation, but can be a strong opponent if crossed.
 You are usually optimistic and may make assumptions which need to be tested in practice
before action takes place.
 You care for others and are willing to help those in need.
16D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
 You can come up with innovative ideas, although you may not be as interested in the
detailed work associated with implementation.
 Your basic interests lie in exploring and developing new initiatives and ideas.
 You can be patient and tolerant of others who share your beliefs, but a tough opponent of
those who don't.
 You welcome complex, rather than routine problems.
 You seek authenticity, truth, and trust in personal relationships.
 You can put a lot of effort into developing the abilities of your colleagues and friends.
 You can be easily bored and like variety in work.
 You like to be with people and can spontaneously encourage them to improve through
your enthusiasm and interest.
 You can be influential in groups, but need to listen carefully to others in order to avoid
mistakes in decisions.
 You press to get things organised and decided, although you may not always follow
through to action, because other ideas and new projects get in the way.
 Your personal likes and dislikes can influence your decision-making to a degree.
 You talk a lot and often generate your best ideas in conversation.
17D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
 You often enjoy project work and have a strong commitment to situations that accord with
your personal beliefs.
18D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
RELATED ROLES
In the constructs of the Team Management Profile Questionnaire, you scored strongest in the areas
of extroversion and creative information-gathering. These two factors have combined with your
scores on the other factors to locate you in the Explorer-Promoter sector of the Team Management
Wheel. Here, you will enjoy promoting new ideas and exploring ways of introducing change to
your organisation. Your related roles appear on either side of the Explorer-Promoter sector and
this northern part of the Wheel is an area where you are 'at home'. You will be quick to recognise
the need for innovation and your entrepreneurial side can be of great value to your organisation.
While on balance, when it comes to decision-making, you are likely to be strongly influenced by
your beliefs, you are nevertheless quite analytical in the way you approach problems and will
usually go through the processes of logic and reason before making your decisions. At these times,
you are more likely to be wearing your Assessor-Developer 'hat'. Here, you will enjoy developing
prototypes, new markets or products and analysing which is the best way of implementing your
ideas. Usually though, your current work has to match up with your beliefs as to what is worth
doing. Given this, you are quite capable of using your technical skills to develop ideas or
opportunities to their optimum, sometimes using very innovative approaches.
When your beliefs combine with your ideas, you can be a powerful force to reckon with. At these
times you can be strong, with a gift for expressing yourself well in conversation and persuading
others to take a particular course of action. However, this strength may become a weakness if
over-played and you might sometimes become over-optimistic and fail to see the limitations in
your proposals. When you are creating and developing your ideas you may be seen by others as
being on a 'high' as you can be very outgoing and exciting to be with. Conversely, when your ideas
are ignored by others, or people overly criticise you, there are times when you can be 'low' or
'down in the dumps'.
While on balance you prefer to work to a plan and deadlines, there are times when you are likely
to be more flexible in the way you organise your work and the work of others. This will show
itself when you are tackling particularly complex problems, which are ambiguous and have many
19D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
different angles. Here, you will be in more of a Creator-Innovator role, enjoying the challenge of
these problems. In this mode, you may well spend a lot of time gathering relevant information and
consulting others before taking action.
Sometimes you may be difficult to manage, not because you are argumentative, but because you
like to do things in your own way and make changes as and when you feel it appropriate to the
task at hand. There may sometimes be a conflict between the need for you to express your creative
talents to your own satisfaction and the demands for action placed upon you by the organisation.
You can usually visualise where the organisation should be going in the longer-term. It may well
frustrate you that others are so tied up with the day-to-day operational issues that they cannot see
the longer-term objectives. You will see the importance of developing strategic decisions affecting
the three, five and even ten-year perspective. However, you may need to pay attention to how
people can get from their present position to where you see they should be. In this regard, you can
benefit from working with someone who has a slightly more practical approach - perhaps
someone from the Concluder-Producer sector of the Team Management Wheel.
20D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
WORK PREFERENCE DISTRIBUTION
The Team Management Wheel highlights your major role preference and two related roles. In
terms of the eight Types of Work that define the critical tasks of a team, these roles indicate the
top three task areas that you prefer to work in.
It is possible to extend your scores on the Team Management Wheel beyond the top three task
areas to produce a work preference distribution that indicates your level of preference for all eight
Types of Work. This information is valuable when it comes to allocating work among team
members, as Team Management Systems theory states that all eight Types of Work are critical to
Promoting
Developing
Organising
Producing
Inspecting
Maintaining
Advising
Innovating
®
25%
16%
10%
8%
5%
9%
11%
17%
21D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
the success of a team. If several team members have the same major and related roles, it is worth
looking at the individual work preference distributions to determine whether there is a significant
difference among team members in the less preferred work areas.
Your work preference distribution is shown with 100 percentage points distributed across all eight
Types of Work, indicating those tasks that you like best and those that you like least. If the
percentages are similar, you will be relatively comfortable working on any task. If there is a gap of
more than 15 percentage points between the highest and lowest scores, there may be some tasks
that you definitely like and others that you dislike.
When allocating tasks, it seems sensible for there to be some overlap between your work
preferences and the team tasks that need to be undertaken. If you are spending a lot of time in
areas that are not your preference, it may affect your enjoyment and wellbeing at work. Likewise
if you are working solely in Types of Work that strongly match your work preferences, you may
be ignoring important personal development opportunities in areas of lower preference.
It is important to remember that work preferences and competence are unrelated, and you may
perform well in Types of Work for which you have a low preference. However, it is important to
get the right balance between working to your preferences and working against them. Our research
shows that a two-thirds/one-third balance works well for many people, and that problems with
dissatisfaction can occur when the ratio moves significantly in the opposite direction. Working to
your preferences will help establish conditions at work where your mental and psychic energy can
flow freely.
22D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
LINKING
At the centre of the Team Management Wheel is the Linker role, defined not by preferences, but
by the skills that all team members need to develop. Linking Skills comprise people linking, task
linking and leadership linking.
Of importance to all team members are the People Linking Skills, particularly the skill of
Communication. A useful technique to try here is Pacing - varying your communication style so
that it matches other people’s role preferences. The successful implementation of Pacing skills
helps avoid conflict and leads to more productive interactions.
Below are some key points that team members should consider when interacting with an
Explorer-Promoter major role preference like yours. Read each point and consider whether you
would like the other person to act like this when they are communicating with you. Highlight
those points that you definitely agree with and share them with your team members. This may
help them understand ‘what makes you tick’ and how they can better meet your needs.
In order to link more effectively with you, the person you are interacting with could:
 Explore ideas with you in conversation.
 Not force you to a decision until things have been fully talked through.
 Balance idea generation with converging on results and actions.
 Avoid attacking any strong beliefs you may hold.
 Respect your feelings on those issues that passionately concern you.
 Speed up their speech delivery (if necessary) to match yours and try to talk with 'colour' in
23D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
their voice rather than in a monotone.
 Record key points in writing after discussions with you, so as to avoid misunderstandings.
 Be punctual to meetings.
 Stick to agendas.
 Realise that your mind may wander onto more important things and so learn techniques
that make you want to listen to them.
 Not overload you with too much information.
 Summarise the content of conversations but make sure they focus on your 'feelings' as
well as the 'facts'.
 Use visual representations (perhaps on a whiteboard) to help them get their point of view
across.
 Give you options to explore rather than suggesting a unique solution, when wanting a
decision from you.
24D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
NORM DATA
In the table(s) below you can see how your scores compare with others in specific groups of
people from our database.
For example, in the first table 23.3% of people prefer a more extroverted approach to work than
you; 76.7% have a more introverted preference.
Total worldwide sample
Sample Size: 303711
You
More Extroverted Than You
More Practical Than You
More Analytical Than You
More Structured Than You
More Introverted Than You
More Creative Than You
More Beliefs Orientated Than You
More Flexible Than You
23.3% 76.7%
87.9% 12.1%
87.6% 12.4%
58.3% 41.7%
Worldwide gender sample: Male
Sample Size: 163314
You
More Extroverted Than You
More Practical Than You
More Analytical Than You
More Structured Than You
More Introverted Than You
More Creative Than You
More Beliefs Orientated Than You
More Flexible Than You
22.3% 77.7%
86.7% 13.3%
90.0% 10.0%
57.5% 42.5%
25D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
Worldwide gender sample: Female
Sample Size: 111405
You
More Extroverted Than You
More Practical Than You
More Analytical Than You
More Structured Than You
More Introverted Than You
More Creative Than You
More Beliefs Orientated Than You
More Flexible Than You
24.8% 75.2%
89.6% 10.4%
83.8% 16.2%
58.9% 41.1%
26D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
MEDIAN DATA
What is a Median?
The median score is the point where 50% of people within the sample have a higher net score and
50% have a lower net score.
Take a look at your own scores and compare them with the medians for the groups shown below.
Your Scores E:11 C:13 B:3 S:2
Median Scores for Other Groups
Total worldwide sample E: 2 P: 2 A: 12 S: 4
Worldwide gender sample: Male E: 1 P: 1 A: 13 S: 4
Worldwide gender sample: Female E: 4 P: 3 A: 10 S: 4
27D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
DISCLAIMER
© 1984 - 2016, version 8.72 Bellcastle Pty Ltd. Produced on 12/09/2016. All rights reserved. No
part of this report may be reproduced, stored in a retrieval system, or transmitted in any form or by
any means, electronic, mechanical, photocopying, recording or otherwise without the prior
permission of the copyright holders.
The Profile descriptions given here relate to the information provided in the Team Management
Profile Questionnaire. While utmost care and attention have been taken, the authors and
publishers stress that each Profile is based on general observations and they cannot be held
responsible for any decisions arising from the use of the data, nor any specific inferences or
interpretations arising therefrom.
28D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
Individual Summary
Name
Organisation
D. (Dada) Maseko
Sub-Saharan Africa Brand Ambassador
Major Role
1st Related Role
2nd Related Role
Explorer-Promoter
Creator-Innovator
Assessor-Developer
E:11 C:13 B:3 S:2
25 14 14 27 19 22 22 20
E I P C A B S F
Raw Scores Net Scores
E:25
P:14
A:19
S:22
I:14
C:27
B:22
F:20
E:11
C:13
B:3
S:2
Organising
Producing
Inspecting
Maintaining
Advising
Innovating
Promoting
Developing
Work Preference Distribution
25%
16%
10%
8%
5%
9%
11%
17%
Software Details
Report Type Language Version
Managerial English (International) 8.72
Printed Date Processed Date
12/09/2016 04:28:11 PM 12/09/2016 04:27:47 PM
Folder
Edrington
10%
8%
5%
9%
11%
17%
25%
16%

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D (Dada) Maseko(Key competences ) - 12-09-2016 04-27-57 PM (003)

  • 1. The Margerison-McCann Team Management Wheel Explorer Promoter Assessor Developer Thruster Organiser Concluder Producer Controller Inspector Upholder Maintainer Reporter Adviser Creator Innovator ® D. (Dada) Maseko These are your major and related role preferences on the Margerison-McCann Team Management Wheel. The Team Management Systems logo and Team Management Wheel are registered trademarks.
  • 2. Name: Organisation: Major Role: Related Roles Key Preference Areas : : D. (Dada) Maseko Sub-Saharan Africa Brand Ambassador Explorer-Promoter Creator-Innovator Assessor-Developer Exploring, Organising, Advising Your personal Team Management Profile provides you with information about your work preferences. It is a starting point for consideration and discussion of how you approach your work and your interactions with others in the workplace. All work teams need to consider eight key activities essential for high-performance: Advising Innovating Promoting Developing Organising Producing Inspecting Maintaining Gathering and reporting information Creating and experimenting with ideas Exploring and presenting opportunities Assessing and testing the applicability of new approaches Establishing and implementing ways of making things work Concluding and delivering outputs Controlling and auditing the working of systems Upholding and safeguarding standards and processes Your own work preferences have been derived from your responses to the Team Management Profile Questionnaire. While you may work in any of the areas of the Wheel, your highest preference area, or Major Role, has been identified together with two Related Roles which indicate your next highest preference areas. All the roles are displayed on the Team Management Wheel shown at the front of this Profile. The Linker role at the centre is the responsibility of all team members. Note that the Team Management Profile Questionnaire does not measure skill or experience - you may have good abilities in areas of work where you have low preferences. However, where there D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016 1
  • 3. is a good match between your preferences and the demands of your job, you are more likely to enjoy work, develop skills and perform well. Where a group is made up of individuals with complementary work preferences, it has a higher chance of being effective. Your roles on the Team Management Wheel arise from your preferred approaches to work in four different areas:  how you relate with others  how you gather and use information  how you make decisions  how you organise yourself and others. These four work preference measures are shown on the next page as bipolar scales ranging from 0 to 30 either side of a centre point. For example, on the first work preference measure, the length of the bar to the left shows the extent to which you relate to others at work in an extroverted way. The bar to the right indicates the extent to which you relate to others at work in an introverted way. Similarly the second measure indicates the extent to which you gather and use information in either a practical or creative way. The third measure looks at the extent to which you make decisions in either an analytical way or according to your beliefs, and the fourth measure determines whether you like to organise yourself and others in a structured or flexible way. By subtracting the lower score from the higher one for each measure, a net score is obtained. This is indicated by a black vertical line. These are E: 11; C: 13; B: 3; S: 2 and are the foundation of your major role preference. D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016 2
  • 4. WORK PREFERENCE MEASURES How You Relate With Others How You Gather and Use Information How You Make Decisions How You Organise Yourself and Others Extrovert Introvert Practical Creative Analytical Beliefs Structured Flexible 30 20 10 0 10 20 30 30 20 10 0 10 20 30 30 20 10 0 10 20 30 30 20 10 0 10 20 30 3D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 5. OVERVIEW Explorer-Promoters enjoy work with a lot of variety attached to it. If the job becomes routine or dull, then it is likely they will go in search of some new project or venture that can stimulate them. Normally, they will have a high energy level, providing the work is challenging, seen to be of some importance and with a useful purpose. They are important members of any team. Their outgoing approach, combined with their desire to see new initiatives advanced, is a force for change and adaptation. The term Explorer-Promoter is, therefore, an appropriate one for people who prefer to work in this way. As an Explorer-Promoter, you will find it easier than many others to establish good relationships with colleagues. Indeed, it is probable you will value a work environment where people are friendly and considerate, and appreciative of the work you are doing. You do not like sitting in an office for long periods by yourself, thinking about the situation and planning in a detached, analytical way. You prefer to talk through your ideas, even if they are half-formed. Indeed, you are likely to be stimulated by the comments that others make, even if you disagree with them. However, you like this kind of challenge and confrontation to be done within a group that is warm, supportive, and friendly and, therefore, look to build a team of people with whom you can have easy-going but interesting and exciting relationships. While you enjoy other people's views, it is likely you will have clear ideals, standards and convictions which guide your decision-making. Indeed, you will be loyal to these ideals and to the people who support them. Occasionally, you may be so concerned with these concepts and the way they are expressed by people whom you admire, that you may underestimate your own contribution. A great strength is your vision and imagination. You may sometimes feel you have dealt with a problem before, even if it is a new one, insofar as you have an intuitive feel of what should be done. You probably spend a lot of time looking at the possibilities and opportunities for new initiatives 4D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 6. and, to this extent, can sometimes be very optimistic. You may be interested in the overall plan and will not spend too much time gathering detailed facts. Others may say you have lots of ideas but don't concentrate enough on the detail. If this is so, you need to look at the balance of your team and bring in other people to complement your strengths. You can organise people and things without too much preparation or planning. You rely on your 'sixth sense' to tell you what is right. This is usually a combination of insight, combined with strong values and beliefs, telling you what is appropriate or inappropriate. Overall, you tend to adopt a role where you Explore and Promote opportunities, always pressing for improvements which may be of help to those in need or less fortunate than yourself. When you believe in the end being pursued, you can work twice as hard and encourage others to do so as well. You enjoy a job with a great deal of variety, where you can use your verbal skills and abilities to express yourself. Project work, where you can move from one project to another, can be of interest to you. 5D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 7. LEADERSHIP STRENGTHS It is your outgoing approach, combined with your creative insight, which has a major influence on your leadership style. Sometimes you can be enthusiastic and even impulsive, particularly when you believe strongly in the issues at stake. People appreciate your leadership when you give spontaneous praise for jobs well done, discretion based on clear objectives, and support when problems arise. You have an inclination to do these things, but often lack of time intervenes because you take on so many projects. You may need to be tough on your priorities. You will put forward your views strongly and expect others to follow your leadership. You usually have great confidence in your ideas and feel others must share them. If people do not understand and support your plans, you will usually be surprised. You can be tolerant of others who share your beliefs and perhaps do not always give constructive criticism when it is needed. Some may say you are good-hearted and always look for the best in others. You see yourself as trustworthy and expect others to be likewise. Consequently, you may be surprised when people let you down. You can often be persuasive with audiences when communicating your views and putting together a very wide picture on issues which are seen by others to be rather intangible and complex. Your gift for expression is particularly forceful when you are advocating a line of action based on your personal values. Indeed, some may say you don't always support your ideas and beliefs with sufficient facts and hard evidence, but rely too much on your conviction. Your management approach is quite entrepreneurial and you will not be put off when others tell you your ideas will not work. You will push forward in the face of much opposition to achieve what you think is right. It is this characteristic which ensures the success of many entrepreneurial managers. 6D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 8. Because you can organise, often without planning, you probably feel others can or should do so also. However, many people like to know what they are going to do well in advance and find it hard to follow some of your moves. When you do have a high need to structure time and priorities, you will want to see action rather than just ideas. It is probable you will often be involved in co-ordinating others to get a job done. This you can do and in fact do well, particularly if you believe in the objective being pursued. You tend to lead from the front rather than from behind. You are often at your best when leading a new project. By contrast, leading a team doing a repetitive task may not inspire you as much. The challenge comes in finding new ways, new methods and new avenues. You tend to be much better at going forward to Explore and Promote new initiatives than at maintaining existing, well-tried systems. 7D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 9. DECISION-MAKING You will tend, to a large extent, to judge issues on your creative ideas, personal beliefs and values. This is a powerful combination. While you will go out and gather facts and opinions, you will be guided by your inner convictions. Where your beliefs and the requirements of the situation coincide, this is fine, but you may find personal conflicts when your own principles tell you to do one thing and the situation demands other behaviour. You can be extremely influential in persuading others to make a decision in the direction you suggest. Indeed, you are probably surprised when others do not accept your views and direction. Above all, you do not like putting off decisions. Having gone out and made the effort to talk to people, you like to get your ideas moving forward. Some will say you want to move too quickly at times. Nevertheless, you respect people's views and will spend a lot of time talking to others, getting their opinions and putting forward your own. You don't like to offend people and often try to establish a decision that will have wide support, providing it does not infringe your basic convictions. Usually though, you will be uncompromising on matters that are fundamental to your beliefs. If you feel a decision is right, you will push for what you believe is correct, regardless on some occasions of the rules, procedures, and possibly the costs. When you do feel strongly, others may say you don't listen sufficiently well and will do what you intend to do regardless. This is where the combination of strong beliefs, together with your need for action, can lead to a rushed decision. You often follow your intuition when dealing with complex problems with no easy solutions. You may not be able to explain your hunches, but at times feel a decision should go in a particular direction, even though you don't have hard evidence to support it. You probably enjoy situations which involve a fair degree of complexity, rather than problems 8D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 10. which can be solved through the application of known methods and principles. Seeing a creative way of reaching a conclusion is fascinating to you and the decision process can be as important as the ultimate outcome. You probably feel you involve people a lot in the decision-making process because you talk to them a great deal. You may wish to check out this assumption to see if they really do feel involved, in the sense that they can influence you, as opposed to their being influenced by you. The more experienced you are, the better able you will be to handle this important balance. Overall, you will welcome the opportunity to have a role where you can make decisions, although at times you may be impatient to get quick results so that you can move on to the next project. 9D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 11. INTERPERSONAL SKILLS You will usually find it easy to meet others in a variety of work situations. Indeed, you will probably seek out various opportunities to meet and discuss ideas and developments. You will usually avoid the situation where you are a back-room person working on your own. You get many of your best ideas talking with others and search out stimulating company if it is not naturally available. This may take the form of joining community groups, particularly those which have an important social purpose, such as to help others in need. You see the possibilities in situations clearly - both good and bad - and feel the need to do something to help. You are particularly sensitive to other people's feelings and will often go out of your way to offer assistance. You strive for what you believe is right and authentic, and will persevere until you win or lose. While you like harmony and co-operation, you will oppose those you feel stand against your ideals. The co-ordination of others towards a goal that you believe in is a strong force in your life. You may well be seen as an enthusiastic, energetic, promoter of causes. You will also be creative in getting the necessary resources to achieve your objectives. You may tend to develop interpersonal relationships where people are for you or against you, as you are a person who has views that are not easy to ignore. While you work hard, you also believe you should play hard and will often take an active role in recreational and social activities. At times you may feel responsible for others and have a sense of guilt if they do not perform well. You also give generously of your time to those who wish to discuss issues with you. This often means you don't have enough time for yourself and those close to you. Interpersonal relationships are important to you, but you also need to establish priorities on a regular basis in this area. People often appreciate your interest and support, and your willingness in a leadership role to give autonomy and initiative, even though this may not be said openly. However, you need to follow 10D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 12. up to ensure people honour the discretion by performing well on a regular basis. 11D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 13. TEAM-BUILDING You can develop an effective work team, because of your ability to communicate easily with a wide variety of people and indicate to them a vision of where the team should be going. You can also draw out the best in people through your recognition of their abilities and your willingness to help on an individual basis. For you, everyone in the team has assets that can be developed, even if they are currently liabilities. You tend to take an optimistic view of what can be done and may ask the team to take on a lot of work. At times, this is done without a clear plan being established and you improvise to accommodate things. You may enjoy this challenge and do it well, even though it could upset others. Depending on the task, it is probably vital to have people with a high Controller-Inspector orientation and also a Thruster-Organiser focus on your team. It will also be valuable to have someone who can support your ideas and beliefs with facts and relevant data, so a Reporter- Adviser could be a good addition. You may need to look carefully at establishing someone in your team, who can comment in detail, in an objective way, on the proposals and ideas you have. Of course, such a person will operate in a different way to you. They will be more detached, more dispassionate, probably much quieter than you, and certainly more detail-oriented. They may work at a slower, but more systematic, pace than your own. You may find such people hard to work with, but they can usually complement your work preferences and approach. If they are practical, they will provide the hard data to help you support your ideas and enthusiasm. You work hard to develop a team which works in a co-operative, harmonious way. You will probably not relish conflict with those who work closely with you and share your beliefs. Some may even say you are too easy on individuals who do not perform properly and should be disciplined. You may feel such people need to be reformed, rather than punished. 12D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 14. Overall, you will welcome the opportunity to lead a team which has tasks that involve Exploring and Promoting new initiatives in exciting areas. You will put a lot of personal effort into discussing with team members the aims and ideals you feel can be attained. Often the team becomes enthused and you then have to negotiate the 'political' support in the wider organisation and the environment to achieve success. This may take up a lot of your time and, if so, you need to have people on the team who can implement your ideas. 13D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 15. AREAS FOR SELF-ASSESSMENT In working with others it is important for you to understand how they see you. In this way, it is possible for you to develop an approach that relates your own strengths to the needs of others. The following points should, therefore, be borne in mind:-  You often tend to speak as you feel. There may be a need to think things through more carefully before you give your views on a number of issues, particularly those with ‘political’ implications. You should gain support from others in advance, as well as have detailed facts to back up your case.  You may also take on too many projects at once and will sometimes have to reduce these in order to make sure certain things happen on time. There is a possibility you may overlook important facts and detail, and not work out the practical aspects of your ideas. If this is so, it is important to have someone working with you who can support you in these areas. This is particularly important in a leadership role, where you can provide the vision and encourage others, but then may require someone to look after the details if action is to follow.  When it comes to decision-making, you tend to judge things on the basis of your ideals and beliefs. There are occasions when it is equally important to be more detached and work out the costs and benefits in detail. If you feel you do not have the time or the inclination to do this, then you need to select people from the Controlling sectors of the Team Management Wheel to work closely with you on these issues.  You can sometimes be a little impulsive and rush into judgements too quickly. Therefore, it is important to make sure there are people working with you who can help you to get all the facts and reach a conclusion that will stand the test of time. Within the context of the Team Management Wheel, you will certainly enjoy the Explorer role 14D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 16. and will have firmly-rooted views on how things should be organised. Overall, your Profile will enable you to work out new avenues for development and push towards firm action by implementing the decisions that are required. 15D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 17. KEY POINTS OF NOTE FOR EXPLORER-PROMOTERS  You will tend to be an enthusiastic initiator of new ideas and ventures.  Your personal beliefs, rather than detached analysis, will drive your overall direction.  You can often give generously of your time to others and have little time left for your own personal activities.  You see the possibilities, both good and bad, through strong imagination.  You are willing to lead and expect others to follow.  You can often read the motives of others, and understand them and their problems well.  You have a strong sense of what is right and wrong.  You can be impulsive and make decisions on feelings not facts.  You have a stronger intuition than many others and can 'see' things when there is no hard evidence.  You have the gift of expression and can be good with words.  You value harmony and co-operation, but can be a strong opponent if crossed.  You are usually optimistic and may make assumptions which need to be tested in practice before action takes place.  You care for others and are willing to help those in need. 16D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 18.  You can come up with innovative ideas, although you may not be as interested in the detailed work associated with implementation.  Your basic interests lie in exploring and developing new initiatives and ideas.  You can be patient and tolerant of others who share your beliefs, but a tough opponent of those who don't.  You welcome complex, rather than routine problems.  You seek authenticity, truth, and trust in personal relationships.  You can put a lot of effort into developing the abilities of your colleagues and friends.  You can be easily bored and like variety in work.  You like to be with people and can spontaneously encourage them to improve through your enthusiasm and interest.  You can be influential in groups, but need to listen carefully to others in order to avoid mistakes in decisions.  You press to get things organised and decided, although you may not always follow through to action, because other ideas and new projects get in the way.  Your personal likes and dislikes can influence your decision-making to a degree.  You talk a lot and often generate your best ideas in conversation. 17D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 19.  You often enjoy project work and have a strong commitment to situations that accord with your personal beliefs. 18D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 20. RELATED ROLES In the constructs of the Team Management Profile Questionnaire, you scored strongest in the areas of extroversion and creative information-gathering. These two factors have combined with your scores on the other factors to locate you in the Explorer-Promoter sector of the Team Management Wheel. Here, you will enjoy promoting new ideas and exploring ways of introducing change to your organisation. Your related roles appear on either side of the Explorer-Promoter sector and this northern part of the Wheel is an area where you are 'at home'. You will be quick to recognise the need for innovation and your entrepreneurial side can be of great value to your organisation. While on balance, when it comes to decision-making, you are likely to be strongly influenced by your beliefs, you are nevertheless quite analytical in the way you approach problems and will usually go through the processes of logic and reason before making your decisions. At these times, you are more likely to be wearing your Assessor-Developer 'hat'. Here, you will enjoy developing prototypes, new markets or products and analysing which is the best way of implementing your ideas. Usually though, your current work has to match up with your beliefs as to what is worth doing. Given this, you are quite capable of using your technical skills to develop ideas or opportunities to their optimum, sometimes using very innovative approaches. When your beliefs combine with your ideas, you can be a powerful force to reckon with. At these times you can be strong, with a gift for expressing yourself well in conversation and persuading others to take a particular course of action. However, this strength may become a weakness if over-played and you might sometimes become over-optimistic and fail to see the limitations in your proposals. When you are creating and developing your ideas you may be seen by others as being on a 'high' as you can be very outgoing and exciting to be with. Conversely, when your ideas are ignored by others, or people overly criticise you, there are times when you can be 'low' or 'down in the dumps'. While on balance you prefer to work to a plan and deadlines, there are times when you are likely to be more flexible in the way you organise your work and the work of others. This will show itself when you are tackling particularly complex problems, which are ambiguous and have many 19D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 21. different angles. Here, you will be in more of a Creator-Innovator role, enjoying the challenge of these problems. In this mode, you may well spend a lot of time gathering relevant information and consulting others before taking action. Sometimes you may be difficult to manage, not because you are argumentative, but because you like to do things in your own way and make changes as and when you feel it appropriate to the task at hand. There may sometimes be a conflict between the need for you to express your creative talents to your own satisfaction and the demands for action placed upon you by the organisation. You can usually visualise where the organisation should be going in the longer-term. It may well frustrate you that others are so tied up with the day-to-day operational issues that they cannot see the longer-term objectives. You will see the importance of developing strategic decisions affecting the three, five and even ten-year perspective. However, you may need to pay attention to how people can get from their present position to where you see they should be. In this regard, you can benefit from working with someone who has a slightly more practical approach - perhaps someone from the Concluder-Producer sector of the Team Management Wheel. 20D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 22. WORK PREFERENCE DISTRIBUTION The Team Management Wheel highlights your major role preference and two related roles. In terms of the eight Types of Work that define the critical tasks of a team, these roles indicate the top three task areas that you prefer to work in. It is possible to extend your scores on the Team Management Wheel beyond the top three task areas to produce a work preference distribution that indicates your level of preference for all eight Types of Work. This information is valuable when it comes to allocating work among team members, as Team Management Systems theory states that all eight Types of Work are critical to Promoting Developing Organising Producing Inspecting Maintaining Advising Innovating ® 25% 16% 10% 8% 5% 9% 11% 17% 21D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 23. the success of a team. If several team members have the same major and related roles, it is worth looking at the individual work preference distributions to determine whether there is a significant difference among team members in the less preferred work areas. Your work preference distribution is shown with 100 percentage points distributed across all eight Types of Work, indicating those tasks that you like best and those that you like least. If the percentages are similar, you will be relatively comfortable working on any task. If there is a gap of more than 15 percentage points between the highest and lowest scores, there may be some tasks that you definitely like and others that you dislike. When allocating tasks, it seems sensible for there to be some overlap between your work preferences and the team tasks that need to be undertaken. If you are spending a lot of time in areas that are not your preference, it may affect your enjoyment and wellbeing at work. Likewise if you are working solely in Types of Work that strongly match your work preferences, you may be ignoring important personal development opportunities in areas of lower preference. It is important to remember that work preferences and competence are unrelated, and you may perform well in Types of Work for which you have a low preference. However, it is important to get the right balance between working to your preferences and working against them. Our research shows that a two-thirds/one-third balance works well for many people, and that problems with dissatisfaction can occur when the ratio moves significantly in the opposite direction. Working to your preferences will help establish conditions at work where your mental and psychic energy can flow freely. 22D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 24. LINKING At the centre of the Team Management Wheel is the Linker role, defined not by preferences, but by the skills that all team members need to develop. Linking Skills comprise people linking, task linking and leadership linking. Of importance to all team members are the People Linking Skills, particularly the skill of Communication. A useful technique to try here is Pacing - varying your communication style so that it matches other people’s role preferences. The successful implementation of Pacing skills helps avoid conflict and leads to more productive interactions. Below are some key points that team members should consider when interacting with an Explorer-Promoter major role preference like yours. Read each point and consider whether you would like the other person to act like this when they are communicating with you. Highlight those points that you definitely agree with and share them with your team members. This may help them understand ‘what makes you tick’ and how they can better meet your needs. In order to link more effectively with you, the person you are interacting with could:  Explore ideas with you in conversation.  Not force you to a decision until things have been fully talked through.  Balance idea generation with converging on results and actions.  Avoid attacking any strong beliefs you may hold.  Respect your feelings on those issues that passionately concern you.  Speed up their speech delivery (if necessary) to match yours and try to talk with 'colour' in 23D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 25. their voice rather than in a monotone.  Record key points in writing after discussions with you, so as to avoid misunderstandings.  Be punctual to meetings.  Stick to agendas.  Realise that your mind may wander onto more important things and so learn techniques that make you want to listen to them.  Not overload you with too much information.  Summarise the content of conversations but make sure they focus on your 'feelings' as well as the 'facts'.  Use visual representations (perhaps on a whiteboard) to help them get their point of view across.  Give you options to explore rather than suggesting a unique solution, when wanting a decision from you. 24D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 26. NORM DATA In the table(s) below you can see how your scores compare with others in specific groups of people from our database. For example, in the first table 23.3% of people prefer a more extroverted approach to work than you; 76.7% have a more introverted preference. Total worldwide sample Sample Size: 303711 You More Extroverted Than You More Practical Than You More Analytical Than You More Structured Than You More Introverted Than You More Creative Than You More Beliefs Orientated Than You More Flexible Than You 23.3% 76.7% 87.9% 12.1% 87.6% 12.4% 58.3% 41.7% Worldwide gender sample: Male Sample Size: 163314 You More Extroverted Than You More Practical Than You More Analytical Than You More Structured Than You More Introverted Than You More Creative Than You More Beliefs Orientated Than You More Flexible Than You 22.3% 77.7% 86.7% 13.3% 90.0% 10.0% 57.5% 42.5% 25D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 27. Worldwide gender sample: Female Sample Size: 111405 You More Extroverted Than You More Practical Than You More Analytical Than You More Structured Than You More Introverted Than You More Creative Than You More Beliefs Orientated Than You More Flexible Than You 24.8% 75.2% 89.6% 10.4% 83.8% 16.2% 58.9% 41.1% 26D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 28. MEDIAN DATA What is a Median? The median score is the point where 50% of people within the sample have a higher net score and 50% have a lower net score. Take a look at your own scores and compare them with the medians for the groups shown below. Your Scores E:11 C:13 B:3 S:2 Median Scores for Other Groups Total worldwide sample E: 2 P: 2 A: 12 S: 4 Worldwide gender sample: Male E: 1 P: 1 A: 13 S: 4 Worldwide gender sample: Female E: 4 P: 3 A: 10 S: 4 27D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 29. DISCLAIMER © 1984 - 2016, version 8.72 Bellcastle Pty Ltd. Produced on 12/09/2016. All rights reserved. No part of this report may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without the prior permission of the copyright holders. The Profile descriptions given here relate to the information provided in the Team Management Profile Questionnaire. While utmost care and attention have been taken, the authors and publishers stress that each Profile is based on general observations and they cannot be held responsible for any decisions arising from the use of the data, nor any specific inferences or interpretations arising therefrom. 28D. (Dada) Maseko © Bellcastle Pty Ltd 1984 - 2016
  • 30. Individual Summary Name Organisation D. (Dada) Maseko Sub-Saharan Africa Brand Ambassador Major Role 1st Related Role 2nd Related Role Explorer-Promoter Creator-Innovator Assessor-Developer E:11 C:13 B:3 S:2 25 14 14 27 19 22 22 20 E I P C A B S F Raw Scores Net Scores E:25 P:14 A:19 S:22 I:14 C:27 B:22 F:20 E:11 C:13 B:3 S:2 Organising Producing Inspecting Maintaining Advising Innovating Promoting Developing Work Preference Distribution 25% 16% 10% 8% 5% 9% 11% 17% Software Details Report Type Language Version Managerial English (International) 8.72 Printed Date Processed Date 12/09/2016 04:28:11 PM 12/09/2016 04:27:47 PM Folder Edrington 10% 8% 5% 9% 11% 17% 25% 16%