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TALENT OPTIMISATION Designing High Performing Teams Using Science Alicia Lykos Chief Talent Optimiser / Founder
TALENT OPTIMISATIONDesigning High Performing Teams Using Science
Alicia LykosChief Talent Optimiser / Founder
Head to Menti.comthis TEC group?
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Designing High Performing Teams 3
Business Strategy
Business Results
Cutting roles
Change in strategy
Leadership team fit
Pivoting departments
Lacking role clarity
High-stake roles
Evaluating job fit
Redefining roles
Managing remote teams
Sales slumps
Bad behaviours
Disengagement
Managers lacking skills
Change anxiety
Your Brave Mission as C-Suite
Designing High Performing Teams 4
Business Strategy
Business Results
A New Solution: Talent Optimisation
Hire
InspireDesign
Diagnose
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Design Hire InspireJob Design your org structure Define & communicate job
requirementsCreate new jobs and career paths
Manager Leadership team fit Equip leaders to land top talent
Develop your leaders
Team Understand team dynamics Predict new team dynamics
Create high performing teams
Culture Establish your culture Determine candidate cultural fit
Protect and reinforce your culture
Talent
Optimisation
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The Whole Person
Drives, Behaviours, & Cognitive Ability (Head)
Values and Ethics (Heart)
Skills, Knowledge, & Experience (Briefcase)
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How do you Predict
Workplace Behaviours?
Drives Needs Behaviours
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What Drives does PI Measure?
people or events
The drive for social interaction with other people
The drive for consistency and stability
The drive to conform to rules and structure
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How to read your Pattern
Dominance
Extraversion
Patience
Formality
Very Low Very HighModerately
Lower amount of factor Higher amount of factor
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Your Brave Mission as C-SuiteDominance
NeedsLow A High A
BehavioursLow A High A
Deferential Supportive Determined Forceful
DeferentialCompliant
Accommodating
Dominanceevents
Ext Low Very Low Mod Low SCooperativeAccepting
Collaborative
UnselfishReceptiveSupportive
IndependentDeterminedAutonomous
CompetitiveVenturesome
Directing
Extremely AssertiveChallenging
They Need
Encouragement, Reassurance, Harmony (rather than friction), Understanding, Supervision, Supportive & Team-Oriented Environment, Opportunities To Collaborate
Independence, Control of own Activities, To Be Challenged, Understanding of the big Picture, Autonomy in Problem Solving, Opportunities to Compete
Mod High Very High Ext High
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Your Brave Mission as C-SuiteExtraversion
NeedsLow B High B
BehavioursLow B High B
Private Reflective Sociable Influential
Ext Low Very Low Mod Low S Mod High Very High Ext High
Extraversion The drive for social interaction with other people
FrankGuardedPrivate
QuietIntrospective
Pensive
CollectedThoughtfulReflective
SociableTalkative
Open
PersonableEnthusiastic
Animated
ExpressiveGregariousConvincing
They Need
Opportunity For Reflect, Room For Introspection, Freedom from Office Politics, Private Recognition, Privacy or Quiet time to Think
Opportunities to Interact, Social Acceptance or Recognition, Opportunities to Influence, Connection and Opportunities to work with others
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Patience
NeedsLow C High C
BehavioursLow C High C
Intense Prompt Composed Habitual
Ext Low Very Low Mod Low S Mod High Very High Ext High
Patience The drive for consistency and stability
HastyIntenseRushed
RestlessAbruptRapid
HurriedBriskQuick
StableCalm
Composed
MeasuredUnhurriedPeaceful
HabitualSteady Serene
They Need
Variety or Change Of Pace, Mobility or Freedom from Repetition and Routine, Opportunities to Handle Multiple Priorities, Welcomes Change
Long-term Affiliation, Ability to work at a Steady Pace,Familiar Surroundings/People/Work, Supportive Team, Freedom from Changing Priorities
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Formality
NeedsLow D High D
BehavioursLow D High D
Spontaneous Prompt Diligent Structured
Ext Low Very Low Mod Low S Mod High Very High Ext High
Formality The drive to conform to rules and structure
SpontaneousUnstructuredImprovising
NonchalantInstinctiveCarefree
CasualUninhibitedAdaptable
ConservativeThorough
Serious
DisciplinedDeliberate
Conventional
ConformingMeticulousStructured
They Need
Freedom of Rigid Structure, Freedom of Expression, Opportunities to Delegate Details, Freedom to make Exceptions, Flexibility, Informality
Certainty, Understanding Exactly what the Rules Are, Specific Knowledge of the Job, Freedom from Risk of Error, Time to Train/Study/Dig, Clarity of Expectations
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All FactorsDominance
Extraversion
Patience
Formality
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Talent aligned to strategy
TEAMWORK &
EXPERIENCES
PROCESS &
PRECISION
RESULTS &
DISCIPLINE
INNOVATION &
AGILITY
Me
YOUR LEADERSHIP STYLE
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Inspire High PerformanceHow to:
Head to Menti.comHow does someone get high performance out of you?
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Highest drives are also a great predictor of an employee's needs.
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Dominance
Extraversion
Patience
Formality
Needs impact & control
Wants feedback & connection
Give them time & consistency
Explain details & give clarity
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Manage their needs,behaviours.
Science and data help uncover their needs.
Pick a Position in your
Business
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Most difficult to hire
An underperformer
in the role
Most critical to your success in
2021
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Hiring
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On the Job Performance Indicators
The Best Predictor
OKPredictors
PoorPredictors
Behavioral and Cognitive Assessments along with a
structured interview process allows for
58%+ predictability!
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General Cognitive Ability
(GCA)
• Increasing complexity (e.g., Technology)• Hyper-connectedness• Accelerated rate of change
Overwhelming evidence that g predicts job performance
(e.g., Schmidt, 2002)
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Environmental Complexity
Learns Quickly
Takes Time
Change
Time
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Question:What is the next number in the sequence below?
1 3 5 7
A. 9
B. 10
C. 8
D. 12
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Question:The two figures above share a common feature. One of the figures below does NOT share this same feature. Which figure below does NOT share the common feature?
A.
B.
C.
D.
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One: Who am I?
TEAMWORK
PROCESS RESULTS
INNOVATION
Me
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Two:
TEAMWORK
PROCESS RESULTS
INNOVATION
Team
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Three: Where is the role?
TEAMWORK
PROCESS RESULTS
INNOVATION
Team
Role
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TEAMWORK
PROCESS RESULTS
INNOVATION
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Hunter vs Farmer Sales position
Dominance
Extraversion
Patience
Formality
Dominance
Extraversion
Patience
Formality
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SALES TEAM - MAY 2019BLIND SPOTS
STRATEGIC ROLE CHANGESHIGH POTENTIAL
FIRST 4 MONTHS SOLD $160,409 against a budget of $120,000
MOVED INTO HEAD OF CUSTOMER SUCCESS DRIVING UPSELL REVENUE & CUSTOMER ENGAGEMENT
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SALES TEAMNEW RECRUITS
$98k / $120k
4 Months in
2 Months in
$43k / $50k
4 Months in
$80k / $120k
3 Months in
$45k / $50k
ADDITIONAL HIRESNEW HIRES
GRAPHIC DESIGNER
EVENT COORDINATOR
CUSTOMER SUCCESS COORDINATOR
MARKETING COORDINATOR
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Sales Team
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Customer Success
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Your role, aligned to the strategyHigh Performing Talent Strategy
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Two sides of the same coin
Team doing the workWork to be done
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Two sides of the same coin
Team doing the workWork to be done
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Strategy AssessmentHandout
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ExploringThink: Innovation and Agility
Will the change require you to focus on innovation and agility?
Focus on innovation Exploring
• Pursuing new opportunities• Creating new products • Designing new services• Bringing new services and products to the marketplace
swiftly• Expanding business
• Foster and cultivate creativity or a new vision for the company.
• Determine how best to commercialize our new ideas or inventions.
•
the market.• Launch a new line of products or services that have never
been done before.• Set up a new team or department that will help expand our
business.
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Will the change require you to focus on results and discipline?
Focus on results Producing
• Accumulating clients• Building reputation in the field• Determining Tactics and price• Outmaneuvering competition with quality and delivery• Acquiring high market share
• Invest in our sales team or marketing team to help grow revenue.
• Develop new pricing or distribution options that will appeal to customers.
• Outmaneuver our competitors and be the first to the field.• Drive market share with data-backed decisions and
discipline.• Drive growth through increased sales or improved
customer retention.
ProducingThink: Results and Discipline
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Will the change require you to focus on process and precision?
Focus on process Stabilizing
• Engineering efficient processes• Building finely tuned deliverables• Maximizing reliability and scalability• Minimizing waste• Coaxing out higher performance from existing offerings
• Implement new systems or processes.• Implement structures or procedures to handle the needs of
our growing workforce.• Increase the reliability of products or services to help avoid
costly disruptions or delays.• Cut down on waste and improve efficiency in our work to
help improve the bottom line.• Improve forecast accuracy to help inform long-term
planning and budgeting.
Stabilizing Think: Process and Precision
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Will the change require you to focus on teamwork and employee experience?
Focus on people Cultivating
• Developing employees• Strengthening team cohesion• Enhancing employee morale and commitment• Increasing employee engagement
• Promote from within to foster a culture of engagement and professional development.
• Increase team cohesion in order to improve team-level outcomes.
• Increase employee engagement to improve productivity and retention.
• Drive employees to achieve results with vision and passion.•
CultivatingThink: Teamwork and Customer Experience
Lessons
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• People data can be used to design, hire and inspire your workforce
• Assessed your Top 3 Talent Priorities in the Talent Optimisation Framework
• Understood your own workplace behaviours (and got your results)
• Designed a Job which is critical to the success of your organisation.
• Reviewed TEC Group Team Dynamic (wheel) and where you sit in the Business Strategy
• Took the Strategy Assessment to uncover your focus areas
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Four Leadership Styles
CultivatingLeaders are supportive, transparent,and empathetic.
StabilizingLeaders are well-organized, coordinated, and efficient.
ExploringLeaders are visionary, innovative,
and risk-oriented.
ProducingLeaders are driving, competitive,
and intense.
