Team building

Teambuilding – an example

A team of technically competent employees is to be formed to jointly design and implement a complaint management system.

In practice, the first step is to determine what the team should achieve, which goals should be achieved and which tasks result from this. This can be done as a list of keywords. In the following example, a general definition of complaint management by the IPM text analysis was evaluated as a description of the team.

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Profile of the team

The results of the text analysis are stored in the database and are available for the following comparison operations, but also for the derivation of recommendations for team management.

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The values are derived from the IPM scale, where 100 is the average of all team descriptions. Values from 90 to 110 are normal values. Smaller values mean that this value is less important. The larger the value, the more important it is to deal with this value more intensively. These are here:

The team personality should prioritize security and cognitive needs.
The orientation should be fact-based and future-oriented.
The “Thinking” orientation is recommended as perception and decision preferences.
The potential of the team should be power-motivated (to have things under control).
Logic (causal relationships) and goals (what is to be achieved for whom.

These characteristics can be compared in detail with the potential team members. A better two team members should be involved in the important topics.

Profile of the team members

In companies that use IPM, the motivation profiles of the employees are usually available. Alternatively, the text analysis can also be used, for example for CVs, letters of application or other texts of potential participants.

The comparison values are then available in the database. In our example, a core team of 4 employees was initially considered, which is now to be expanded by 2 persons. The first comparison shows which of the mentioned important characteristics are already given. Here is an excerpt from the database:

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Green indicates good matches, yellow indicates those that tend in the desired direction.

We are looking for complementary employees with a high future orientation, power potential (in the sense of of control ) and a focus on goals and logic.

If these are not found, it is the task of the team leadership to address these aspects separately and, for example, to have the results actively reported by the colleagues marked yellow. Depending on operational possibilities, it may be useful to supplement the team with external competencies, e.g. temporary team members.

Collaboration in a team

This matrix can be used for the perception of the emotional orientation and the team-internal communication:

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Middle positions (deviation from both 0-points max. 20)
This section contains profiles in which the dynamics between enforcement and security, individuality and integration are weak. In the best case everything should always be considered equally.
People with this profile usually communicate harmoniously moderating, they try to include all aspects in a calm way.

It turns out that “BK” is close to the profile of the planned complaint management team and can be active in a balancing, coordinating way (middle position).

Motivation (quadrant top right)
Here the needs for implementation and integration have a stronger effect than the need for security and individuality. This leads to a desire to motivate colleagues to participate.

Motivators communicate vividly and powerfully. They want to advance something and inspire others.

This is not to be expected from the team itself. If necessary, the management should “sell” the sense and performance of the team.

Consulting (quadrant bottom right)
In this area the focus is on “proper” advice according to defined criteria. All organisational measures focus on their effect on those involved and affected.

Consultants understand the art of active listening. They seek closeness and want to support.

The team as a whole should tend in that direction. Since this is about creating and implementing the system, it seems to have a lower priority. Here, too, management must check, for example by means of audits, whether the team’s recommendations have the necessary degree of customer friendliness.

Specialization (quadrant bottom left)
The interaction of “security” (order, sustainability) and individualization (characteristics, quality). Team members in this area are reliable and strive to avoid mistakes.

Specialists communicate cautiously. However, they observe attentively and listen critically.

This position is occupied by “MK”. Because of the calm and critical nature of the position, it makes sense for the team leader to accompany the interactions attentively, otherwise there is a danger that team members in this area will be lost in lively discussions.

Development (Quadrant top left)
Whoever equally strives for individuality and implementation likes to develop something new and special. These are the typical members of project teams in which they see a chance to realize themselves to a certain extent.

Developers communicate in an alternation of critical listening and powerful to pushy interventions.

With “MM” and “JH” two team members are quite close here. If they are allowed, they will determine the dynamics of the team. It is therefore important for the team moderation to give the other team space to formulate their own contributions.

Recommendation for the integration of additional team members

We have determined the profiles of the current candidates: We are looking for additional employees with a high future orientation, power potential and a focus on goals and logic.

From the point of view of emotional team dynamics and also for the topic “complaint management”, one or two team members with typical consultant qualities would be desirable. On the one hand, they would be a balance to the two developers and, on the other hand, they could emotionally empathize more easily with the effect of complaint management on customers and employees.

Staff development

A company’s greatest treasure is its employees. A lot of general and important things have already been written about these “Human Resources”. As soon as we deal with a single person on a personal level, we discover that there are hidden powers and abilities that are of great value to this employee and to the company.

What needs to be done to integrate the hidden energies and competencies of each of these personalities into the company’s everyday life? In short, we must a) discover these resources and b) allow them to be used by the employee and the company.

It is often rather unconscious assumptions about how to “be” in the company and in the team that lead us to reduce our behaviour to what is supposedly desired. As a result, we become dissatisfied because we do not unfold our possibilities and hide important competencies. We develop a professional personality. As coaches we listen: At home I am different. I’m looking forward to my vacation because I’m finally there… You have to work, but I’d rather… I want to make a career, so I’ll do without…

The motivation profiles of individual employees often show striking differences between how one actually is (left, full-surface pillars) and professional role behaviour (right pillars) in relation to the six most important basic needs:

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This personality striving for individuality and knowledge (type: researcher) behaves like a conductor in his profession (assertiveness and security). This costs a lot of strength on the enforcement side, because fighting does not suit you at all, and makes you very dissatisfied on the knowledge side, because obviously there is no room for research and intellectual debate.

A conversation with this employee shows that he is firmly convinced that he has to “bend” himself professionally.

In terms of individual personalities, employee development means allowing each individual to be himself or herself. What emotional chains prevent us from doing this, and how can we break these chains?

We Identity

The We identity provides the framework: What “belongs” to this group, and what does “one” not do? What can be communicated and what is not talked about? Such and similar questions are usually not discussed, and a setting of tacitly agreed rules emerges. As long as I am part of this “we”, I experience limits. If I want to stay with it, I have to reduce myself or even pretend. I am not myself, but function apparently in the sense of the whole. In such a situation, “inner resignations” are inevitable.

As soon as the questions about our identity are asked offensively in the team, it becomes clear how many unspoken and mostly inaccurate assumptions prevent the individual from bringing in all his strengths and ideas. In practice, there is sometimes a temporary relief, but it is soon replaced by the old system. A viable “we” identity needs continuity and rules. We cannot simply delete something that has been buried in our emotional world for a long time with experiences and thoughts.

So the task is to create new rules for a continuously changing sense of togetherness. There are well-known and proven strategies for this, such as the creation of a shared vision, the agreement of a corporate philosophy accepted by all, the establishment of a corporate ethic and culture. Corporate development project teams, discussion groups and external mentors can help to drive this process of change forward.

Company Profile

Mostly unintentionally, the self-portrayals of companies on their Internet pages give information about the personality of the company. This can be easily evaluated, for example, with a text analysis. The question “Who are we?” can be answered at least roughly. Here is an excerpt from the evaluation on the subject of “values” for a major bank:

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This bank wants to be something special and will try to distinguish itself clearly from the competition. Enforcement and integration are average. But obviously the issue of “security” does not play an important role. It can be assumed that the emotional distance between top management and typical bank employees is large.

This individuality-heavy value system is not a problem if a climate of comprehensive integration is cultivated internally. It is desirable when it is clear to all concerned that the bank’s “we” identity is large enough to welcome people with a high level of security interest on board.

The principle of diversity teaches us: we need all forms! As an “emotionally multi-cultural” company, we have a common future if we learn to appreciate the otherness of all our colleagues and use their individual resources in our mutual interest.

Resource Database

The structural organisation is an increasingly flexible building in which fixed “walls” are largely dispensed with. Many compulsory tasks and routine functions have now been taken over by the IT systems. Rapidly changing markets offer special opportunities to those companies that are flexible enough to recognize trends at an early stage and to act powerfully with existing resources. Rigid structures with several hierarchical levels and high internal controlling costs are unlikely to be able to do this. Those who want to achieve something derive ways and tasks from the situation and the goal that are to be distributed among the existing employees in the best possible way. In addition one should know whose personal characteristics fit best to the task at hand.

IPM derives different characteristics from the motivation profiles, but also from the analysis of texts, which are available in a database for later preselections. In addition to professional skills and experience, a high degree of efficiency can be expected if, in comparison to the task of an employee, the fit in these 24 categories is as large as possible.

Implicit Motifs
Performance – wanting to create something special
Power – control things
Contact – Creating sustainable relationships

Basic Needs
enforcement – a bit fast
Integration – Involving stakeholders
Safety – Ensure Sustainability
Individuality – Special features and quality allow

Orientation
Knowledge – research and analyze
Empathy – to empathize with scenarios and consequences
Past – learn from experience
Present-attentive – attentively notice changes
Future – anticipate (anticipate) what will happen

Level
Facts – Concentration on “things” (body, fashions, etc.)
Emotions – Focus on “feelings” (soul, relationships, etc.)
Sense – Concentration on “ideas” (mind, culture, superordinate relationships)

Preferences
Sensing – perceiving reality with the senses
Intuition – having an idea of complex relationships
Thinking – thinking through reality rationally
Feeling – pay attention to mostly unconscious sources of experience

Focus
continuity – make sure that important things remain
Logic – check whether decisions comply with the cause-effect principle
feeling – use the “gut feeling” as a guide
Process – to observe the development critically
Result – being focused on the target

For the task/employee comparison, the task descriptions can be evaluated with the text analysis. All data can then be used for the target/actual comparison.

The Learning Employees

Everyone learns from birth, and that usually never ends. But the willingness to learn drops towards zero if the material that is offered to us or the way it is to be conveyed does not concern us emotionally.

Every person has his own way of motivating himself for new knowledge and skills and of appropriating them.

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The database of resources therefore also has a lot to offer the personnel development department.

Team skills

The competencies of a team are more than the sum of their individual strengths. Let’s take Amanda, who can communicate super well, and Andreas, who knows how to assert himself powerfully.

Affiliation: Amanda is friendly. She likes to talk and does a lot of talking. She creates an atmosphere of togetherness. She is not interested in the question of whether this will achieve anything. She is interested in community.

Enforcement: Andreas says where things are going and calls on colleagues to subordinate themselves to him or to avoid him. He is not interested in the question of whether the others will join in. He is interested in getting things moving.

If the two succeed in attuning to each other so that they influence each other, new competencies will result.

Enthusiasm: Andreas shows Amanda what visions she can convey to her colleagues, so that their common ground is focused on something great.

Motivation: Amanda shows Andreas how he can address his colleagues in such a way that they understand him and are willing to follow him.

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Usually a group is much more colorful than in this example. Because there are more than these two basic competencies anchored in ourselves and in the team. This “automatically” leads to a multiplication of strengths. The task is to open up these automatisms, because we tend to leave out people who are different from us as strangers.

Accepting being different and using it together

Teambuilding measures are offered because they work and have positive effects. This does not necessarily have to be a trip to the mountains or a survival camp.

Even a workshop in which the different profiles are discussed can release enormous forces, because the often conflicting motivations of the team members have a positive effect when everyone has learned that everyone can support the others with his or her own individual character.

Once they have experienced the good sides of diversity, the team members learn in their daily work what skills their colleagues bring with them, precisely because they have a different, natural repertoire.

Otherness is also expressed in the way we communicate. Amanda is far too funky for Andreas. Andreas is much too loud for Amanda. This “much too” is put into perspective when both recognize why or why one is loud and the other is funky.

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With a little experience, we can see from the language of our partners which needs move them.

A Good Deal: Give and Take

The basis for good solutions is known from conflict management: a balanced give and take should lead to all participants winning.

All basic needs want something and offer something and like to take:

Red: wants to make progress and offers assertiveness and takes assistance
Schwarz: wants to recognize and offers rational competence and takes information
Yellow: wants to belong and offers integration competence and takes talks
Green: wants to protect something and offers security competence and takes support
White: wants to empathize and offers emotional competence and takes openness
Blue: wants to be in demand and offers quality competence and attracts attention

Recognizing, accepting, giving and taking each other happens in good teams and families unasked and in a naturally flowing way, because everyone feels and knows and has experienced that everyone wins with it.

Common goals and distribution of tasks

Competences serve to accomplish tasks that serve a common goal. With quite different characters, it is important to describe clearly what is to be achieved together. In the sense of motivation diversity, it is about integrating these basic needs, i.e. describing something colourful .

We want to achieve our goal, because it…

Red: fits our visions and brings us forward
Black: logical and useful
Yellow: brings us closer together
Green: our future secures
White: is also emotionally responsible
Blue: to create something special that we can be proud of

We thus define comprehensively what it is good for all those involved and thus also for all our personality traits to bring our competences and efforts into the joint action. The expected effect is that each team member will also positively serve unconscious resistance, precisely because all sides have been taken into account.

In the next step, the tasks can be distributed in such a way that the competencies of two or three team members complement each other.

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Teampersonality

Only rarely is a team so balanced that all these competencies come together. This is not always necessary, because in practice teams are often used for specific tasks and team members are selected according to their professional knowledge. A team that takes care of complaint management typically has other members than one that is supposed to take care of the reorganisation of data storage.

But even in teams with a clear focus on purpose, it makes sense to have as broad a range of competencies as possible. Only the “dosage” changes. The IPM team profiles calculate in which direction the team tends as a community.

This tendency can be calculated from existing motivation profiles of the members of a team and described in the team profile, for example:

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To this team personality the team members can be represented in the matrix in the relations to each other. For the first orientation, the individual quadrants describe the basic competencies of development (innovation, performance), motivation (realization, communication), consulting (service, support) and specialization (order, controlling). In the middle, near the zero points, the competences planning and coordination are shown.

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At first glance, it becomes clear that Jerim Uffer and Wübkedine Bünting complement the team personality with special skills. When it comes to questions of quality (Uffer) or communication (Bünting), these two are particularly suitable.

A good team dynamic uses the common will (to be active in planning) and combines this with the special competences of individual team members. The purpose of such team representations is to make people aware of this.

Team management

The future is determined by the team. After routine work and controllable processes have been transferred to technology, the focus in modern organizations is on exceptions, on everything that cannot be controlled – forced adaptation and improvement processes.

The rapidly growing complexity resulting from these processes requires a new way of working in teams. team

It is not enough for members to be willing to follow instructions – computers are better able to do that. When the question “What should I do?” is replaced by “What can I do for myself and for my team?”, a dynamic is created that leads with verve into a lively and successful future.

Recognize potential synergy effects

In order for energy to become active, we need a “gradient” – for example between the height of a need and the situational offers. If you want to see something, you need light. The darker it is, the stronger the energy to get involved in a lamp.

In a team, typical conflicts arise from different needs. While one colleague is committed to “enlightenment”, the other is looking forward to the increasing darkness, because then one can feel, feel and dream better.

The “inner” system of a human being is determined by the simultaneity and contrariness of the existential basic needs. In order to survive as individuals or as species, we humans strive for assertiveness, belonging, security, individuality, empathy and insight. These basic needs have the greatest impact. Because of their existential character, they create fears when their fulfillment is threatened, and powerful actions when satisfaction seems possible.

One or more of these aspects will be prioritized according to personality. One develops into an extroverted entertainer, a dynamic entrepreneur, a critical researcher and so on.

This makes every team a meeting of people with different priorities. They bring in their individual characteristics, which have developed as a result of long-established behaviours. Behaviour serves certain needs. In order to survive as individuals or as species, we humans strive for assertiveness, belonging, security, individuality, empathy and insight. These basic needs are the source of the forces that make life possible. Due to their existential character, however, they also give rise to fears when their fulfilment is threatened, and powerful actions when satisfaction seems possible.

The task of team management is to recognize and channel these energies that are striving in different directions.

The purpose of the IPM system is to make the complex interrelationships transparent and to align the associated forces with the company’s common goals by means of leadership instructions and team profiles.

The competences resulting from the interaction of two forms of energy are deliberately used for this purpose. Here is a presentation from the team profile.

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The team shown in this example is represented in each of these fields of competence. There is, however, a greater tendency towards specialisation and consultation, so that in practice “IK” and “MO” can find it difficult to convince colleagues of their ideas and plans. The two top candidates are well advised to sell to the 6 more down-to-earth team members, which is why their projects make a lasting contribution to stability.

Enforcement: develop the dynamics

If you look at the control loop of successful change processes, you can see how very different competences are used in a certain order. Dynamism arises when the forces are bundled and activated according to the situation. Team management is easy when you know who can make what contribution.

An employee with a high need for security and continuity will react differently to change projects than, for example, a colleague who loves things to happen. Such basic conflicts cost a lot of energy, time and money if they remain undiscovered, because people tend to always act in the sense of their own feelings when in doubt.

Team_management_EN(3).png Ideally goals and change projects are communicated in such a way that these emotional resistances are excluded. Target synchronization is necessary if, for example, the marketing manager presses for participation in a trade fair, while the head of finance wants to reduce all his budget. If you don’t advertise, one of them will die. Many companies have already broken their hopes, the other one.

Of course both are right – and certainly there are more complex situations in which decisions have to be made and enforced. In principle, however, it amounts either to lukewarm compromises (taking a bit of action and doing a little harm to the company) or to unilateral decisions that deprive the other side of any desire for further commitment (one of the reasons for the internal dismissals).

IPM shows in the team profiles which decision priorities are set by which employee. The emotional distances between the participants are visualized and it already becomes clear that the colleagues are no crackpots or slowers, but can make strategically and economically meaningful contributions in the sense of the company. One has ideas and the other analyses the feasibility and consequences and so on.

Everyone makes his or her personal contribution in the decision-making cycle and is accepted with his or her special characteristics. This improves the mood, the willingness to get involved and enables personality-related synergies. Belonging and empathy, for example, complement each other very well when it comes to swearing the team to common goals and developing joint action concepts during implementation and recognition. Synergy can be experienced.

Relations with “strangers” are fascinating

Deep motivation describes which of the existential basic needs have the highest priority for the individual. Since these structures almost always have an effect from childhood on, different characteristics are formed.

The fascinating thing about a heterogeneous team is that the differences become so clear that it no longer takes any effort to perceive colleagues and appreciate their current priorities.

To allow the chances from the differences sounds easier than it is in practice, because the participants must know that they can and should think, feel and act independently!

The leadership of the team, moderated by IPM and supported by the team profiles accessible to all, provides the answer to the questions that arise when all participants begin to take responsibility for a joint project: Each in his or her own way and to the best of his or her ability.

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IPM answers the question: “Who do I motivate and lead in which way? with the individual leadership instructions.

Each employee is described in terms of his or her personality, how he or she achieves positive motivation and what needs to be taken into account in general communication and agreements on work content.

But team members also receive such portraits of their superiors and colleagues. On the one hand, the particular strengths of each partner are considered, and on the other hand the relationship level is reflected:

Where am I different from my colleagues? What is my position in the team like? What should I do to feel comfortable working with my team?

The long-term goal is to have well-integrated employees who are enthusiastic about their tasks. Especially when forming new teams or changing the composition, there is a great opportunity to question the usual “you have to take yourself back and adapt to the majority” – because it hampers team dynamics and can eventually lead to a paralyzing juxtaposition.

The more creative and productive a team is, the less pressure there is to adapt, the greater is the willingness to perceive with a smile and fascination that all of their endearing peculiarities contribute.

To be able to rely on each other

Everyone should take on the tasks they feel comfortable with in the team according to their personal inclinations. To act naturally in the way one has been accustomed to since childhood makes you self-confident.

But also in the perception of the other team members, a secure self-image is created. If someone who likes to analyse things makes a fool of the numbers, that’s quite simply okay. Everyone knows that you can rely on your colleagues.

Using employees in such a way that they are permanently entrusted with tasks they can and want to perform in a pleasant environment is a perfectly reasonable goal.

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It is not only human but also economically sensible for everyone to “be allowed” to achieve his optimum and not to struggle with something that does not suit him.

The team composition with its distribution of tasks requires order. Starting from a common goal, detailed goals are derived which are to be achieved by completing certain tasks.

Whoever does what corresponds to him – in a way that suits him – does not need control, but rather a reflection or coordination that suits him. It is clear to everyone: one can rely on each other. And this basic feeling ensures that you also reliably contribute to the team dynamics.

In a well-structured environment, many imponderables can be avoided. On free paths you can move better towards your goal.

Reliability and continuity are the result when you know about each other and appreciate each other. It is clear, predictable and naturally safe how someone behaves and communicates when the tasks are fairly distributed = doing justice to the employee, respecting him.

Self in demand and feeling valued

Those who work on tasks that suit them and in a team of people who value them the way they are will be better motivated, more efficient and healthier on their own initiative than those colleagues who have already resigned internally.

Team management hardly needs to do anything to create this positive atmosphere: you just have to be honest and interested in your colleagues.

The motivation profiles of the individual group members show their preferences, strengths and expected competencies. They also provide information on relationship management, emotional language and much more. You can print out this information about yourself, give your colleagues operating instructions – or give them access to their own portraits via the Internet: “Here are a few hints on the things I like to do or where I can support you.

Talking about yourself in this way is good because there is nothing negative in the whole construct of motivation profiles – simply because existential needs can’t be bad. We need air to breathe, space to unfold, belonging and more. Who wouldn’t accept that?

The team profile shows for different dimensions in which direction the individual team members feel “drawn”. Here is an example of the dimension blue (individuality) versus yellow (integration):

Should one adapt oneself and act according to the expectations of the environment or draw attention to oneself through uniqueness? Everyone has to deal with the opposing striving for individuality (recognition) and integration (adaptation).

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Depending on the personality you will find your own balance between both poles. Both sides are important for good teamwork. Ideally, everyone can be proud of their achievements and feel equally well integrated.

Values in the “blue” range above 20

These team members feel comfortable when they are asked and when they are asked. Because they don’t like a superficial conversation, they tend to hold back on communication. You should always ask them in a team to be critical about work or plans. Their individual views are valuable to all involved. They ensure quality.

Values in the range between -20 and 20

These personalities with almost equally strong aspirations for individuality and belonging know many situations in which opposing tendencies had to be coordinated. They bring the resulting skills, such as coordination skills, to the team. If you let them, they ensure mutual understanding and the bundling of forces towards a common goal.

Werte im “gelben” Bereich größer 20

Such people are often experienced as extroverted. They seek contact and adapt to their interlocutor – this promotes communication and benefits both teamwork and the involvement of third parties. They ensure communication.

Empathy: well balanced balance for all in the team

The more colourful a team is, the more comprehensive is the quality of the expected results. The more exposed an individual’s position in the team is, the greater its significance for the others.

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Balance occurs when tensile force or pressure are balanced on both sides. IPM expresses this with the complementary colours. Red needs green. Black needs white. Yellow needs blue.

Round decisions need a round team. Any one-sidedness leads to inner or outer resistance, because then you don’t perceive the other side sufficiently.

This perception and being perceived is an essential concern of empathy. Those who use their empathy feel with themselves and their colleagues in the team whether and to what extent mutual expectations are fulfilled.

Use the team profile for a detailed analysis and the matrix function to visualize possible alternatives.

Person-Job-Fit

We are currently experiencing various bottlenecks in many industries, particularly in the recruitment of engineers and specialists. But recruiting young people, for example for vocational training in the skilled trades, is also a challenge for many companies.

In such situations the question is “How do I win an employee for my vacancy” rather than “Does the employee fit in with the job and the team?

If we ask ourselves, “How attractive are our company and the tasks for the person we want to attract?”, then the answer needs a complex consideration of the rational and emotional relationships between person-to-task team companies including family and superiors, environment, place of work and much more. This also against the background of people coming to us from other countries with their special professional and personal experiences.

Either way, it’s all about the closest possible proximity between the future employee and the company: “Who best suits whom?

This emotional or formative closeness can be analyzed and expressed in figures over several different levels.

Hard facts or soft tendencies

Using various analysis methods, IPM examines the “soft skills” of all participants. These are a number of categories and characteristics that are decisive for the success of employee identification and integration.

Implicit motives: Performance – Power – Relationship
basic needs: Enforcement – Integration – Security – Individuality
orientations: cognition – empathy – past – present – future
perception level: facts (body) – emotions (soul) – sense (mind)
Preferences: Sensing – Intuition – Thinking – Feeling
Focus: Continuity – Logic – Feeling – Process – Result

As everyone knows about themselves, these expressions are not rigid. How we feel, how we think and what we want depends on our experiences, the current situation and expectations for the future.

But, there is something like inner maps – which determine our position and our limits. Some people believe they can cross their own boundaries for an important goal. This has often and painfully proven to be wrong. The cobbler should stick to his last, okay. But they may have been made for ladies’ or men’s or children’s shoes, for wide or narrow feet. This will not stand in the way of his professional happiness.

Seen this way, the growing “applicant market” offers both sides a great opportunity, because an employee who loves what he does professionally from the bottom of his heart is very satisfied and very productive.

How near are coworkers and place and enterprise and…

If IPM reports the values in the form of numbers, it is because this enables comparisons to be made. The positions and distances, for example between a job profile and several applicants, can be displayed in a matrix.

The aim is to provide jobseekers with information, ideas and, above all, questions for their job offers – and job providers for their candidates.

To do this, the profiles that are to be related to each other are first analysed. Alternatively, questionnaires (ranking procedures) and text analyses can be used as analysis methods.

For example, the description of a job profile is copied into the text field and the analysis is started.

  • supporting the management in cross-divisional projects
  • Organisation of a smooth flow of information within the areas
  • Preparation of relevant business data Coordination of internal and external business meetings

The result is a description of the “ideal” personality for this job.

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The matrix function for visualizing the fits can then be called up.

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This matrix shows the “proximity” of the applicant “AB” to the comparative profiles. The “removal” of the company (here a provider of equity funds) from the IT development team, the head of the team, Klara Chef, and the project manager position is conspicuous.

As in many similar companies, this results in a tension that can either lead to conflicts or to a positive synergy. The applicant can clarify this.

At first glance, the position fits quite well. The slight deviation can be discussed in the assessment. The comparison recommends discussing the expected characteristics of the position.

Soll profile “Jobholder”:
Priorities: achievements, special features, finding recognition
Strengths: quality, fact orientation, conscientiousness
Communication: rather introverted, distant, wants to be asked.

Compared to the company, the gap is larger. These clarifying questions are recommended to the interviewers.

How do you deal with the fact that tasks bring about unpredictable changes rather than order?

What do you do if day after day there is too little time for careful planning and safeguarding of projects

In principle, the same procedure applies. A profile is always compared with other people, tasks, teams or offers.

Different are the tips for the interviewers, which can be derived from a comparison. The recommendations are largely freely editable for projects of IPM customers. In this example, assessment questions to future agents were defined for a call center. The necessary flexibility is to be clarified here:

flexibility

We expect from our agents a high degree of flexibility and resilience. On the phone, you respond to the customer and his needs, but actively steer the conversation, because you want to achieve something. To achieve this, you have to be wide awake. From this perspective, I would like to know what motivates you and how you envisage actively advising customers.

Which expressions should be analyzed?

Some companies use personality tests for candidate selection, often with 3, 4 or even 8 specific characteristics. The 24 values of IPM will cover most of them directly. Some values of other personality constructs result from the combination of certain characteristics, e.g. “coordination” presupposes a need for individuality and integration. After prior clarification and coordination, IPM offers transfer functions for already existing systems (from text analysis). Existing profiles for the comparison operations can also be transferred to the IPM scales.

And after the setting?

The applicant profile data is used for all further considerations. Always provided that the applicant agrees: The colleagues in his department automatically use an employee or manager profile, while Personnel Development uses the learning profile. Interfaces are available for automated access and processing routines.

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The new employee in turn uses the profiles of his colleagues, perhaps also via the HR system, in order to better understand them. This requires openness, which, as practical experience shows, benefits everyone.

Leadership

If you want to successfully lead an employee, a team or your company, then you are dealing with quite different people. Theoretically you need

  • Goals that all participants find attractive
  • A mutual understanding that knows the individual strengths and needs of the personalities

In every group that wants to achieve something together, we need as many different personalities as possible. Someone should want to make a difference, while someone else takes care of security. One person looks after the communicative adaptation and another looks after the deviating peculiarities. Diversity has great advantages.

Knowing the differences

For the art of leadership we use the knowledge of the differences. All the personalities involved have effects on the others – and they generate counter-effects.

Characteristics are the result of long practised behaviour. Behaviour serves certain needs. In order to survive as individuals or as species, we humans strive for assertiveness, belonging, security, individuality, empathy and insight. These basic needs have the greatest effects. Because of their existential character, they give rise to fears when their fulfilment is threatened, and powerful actions when satisfaction seems possible.

A person’s “inner” system is determined by the simultaneity and contrariness of these needs. Depending on the personality, one or more of these aspects will be prioritized. One develops into an extroverted entertainer, a dynamic entrepreneur, a critical researcher and so on.

The effect of these different orientations always refers to the external and internal situation.
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If, for example, you strive for security, you will then react anxiously and warn to be cautious when danger threatens – an assertively-oriented employee would not even notice potential, e.g. economic threats – as long as he can only develop freely…

Depending on the context, for example the type of leadership, the current distribution of tasks, the assigned job profile, the dynamics in the team, the orientation of the company, etc., these two employees will influence the system in their quite different ways.

Those who want smooth processes and smoothly functioning teams should know the causes of friction and conflict and use them for synergies.

Enforcement types need goals

Ideally, goals and change projects are communicated in such a way that emotional resistance is largely excluded. Goal synchronization is necessary, for example, when the marketing manager presses for participation in a trade fair, while the head of finance wants to reduce all his budget. If you don’t advertise, one of them will die. Many companies have already broken their hopes, the other one.

Of course both are right – and certainly there are more complex situations in which decisions have to be made and enforced. In principle, however, it amounts either to lukewarm compromises (taking a bit of action and doing a little harm to the company) or to unilateral decisions that deprive the other side of any desire for further commitment (one of the reasons for the internal dismissals).

IPM shows in the team profiles which decision priorities are set by which employee.
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The emotional distances between the participants are visualized and it already becomes clear that the colleagues are no crackpots or slowers, but can make strategically and economically meaningful contributions in the sense of the company. One has ideas and the other analyses the feasibility and consequences and so on.

Everyone makes his or her personal contribution in the decision-making cycle and is accepted with his or her special characteristics. This improves the mood, the willingness to get involved and enables personality-related synergies. Belonging and empathy (yellow-white), for example, complement each other very well when it comes to swearing the team to common goals, while implementation and awareness (red-black) jointly develop action concepts. Synergy can be experienced.

Integration types need relationships

Relationships are fascinating because people are different. But, from the otherness arise opportunities and risks, because not everyone “works” the way you expect. Avoiding the risks that arise from differing views and priorities works reasonably well where reporting and control systems ensure compliance with organizational boundaries. Allowing opportunities sounds simpler than it is in practice, because in order to do so, those involved need to know that they should think, feel and act independently!

Employee leadership is the answer to individualisation in everyday professional life. The better an employee is managed, the less expensive control and braking systems have to be used and the more can be trusted on one’s own initiative. As a superior, you influence the emotional orientation of the employee to a great extent. His question is: What do I have to do to at least be tolerated by the boss?

The requirements from the job profile can pull the employee in a different direction: What needs to be done to meet the requirements? For his own satisfaction, the employee must also behave in such a way that he does not have to bend himself permanently.

IPM answers the question: “Who do I motivate and lead in which way? with the individual management instructions.

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Each employee is described in terms of his or her personality, how he or she achieves positive motivation and what needs to be taken into account in general communication and agreements on work content. The relationship level between supervisor and employee is then examined. Where does the superior unconsciously demand too little – and where too much? What is to be done if in some areas of the personality it is to be expected that one talks past each other?

The requirements from the job profile are analysed in two directions: Is the employee overburdened by his or her personality? And: Is he possibly underchallenged? In both cases it makes sense to take countermeasures either through motivation and leadership or through organisational measures.

The goal is to have employees who are well integrated and enthusiastically committed to their tasks in the long term.

Security types need reliability

To deploy employees in such a way that they are permanently entrusted with tasks that they can and want to perform in a pleasant environment is a perfectly reasonable goal. Because it is not only human, but also economically sensible if organisation and personnel work work together in such a clever way that the combination of tasks to jobs – and the assignment of employees to jobs – takes place precisely.

Personnel deployment becomes a risk if you are unsure whether the employee will be able to cope with the tasks ahead. You will have a good feeling when filling a position if you know that the tasks are performed by a person who is predestined for the job due to his personality and experience.

It’s actually so simple: you have to look at both and compare them: job profile and employee profile.

In the past, jobs were created for purely factual reasons – which meant that a salesperson also had to perform accounting tasks – or an accountant had to communicate with customers at the same time. There are clear risks when you have to do something you don’t like. Forgetting, lack of quality and negative stress are consequences that neither the company nor the prayers can be affected by.

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Of course, in practice you don’t always have ideal situations. But you can achieve a lot with a good organization: The first step towards a starting situation that is reliable for all sides is the task-related analysis of the jobs – the second step is the value-neutral, appreciative examination of the basic needs of potential job holders. This provides the basis for further personnel or organisational decisions.

In order to ensure positive integration into the team and the benevolent support of superiors after filling the position, team profiles and management notes provide understandable and implementable suggestions.

Each job profile is a collection of different tasks. Some demand, many underchallenge or overchallenge the job holders. If one is not aware of this, one wears out the employee’s strengths or wastes latent resources. You don’t always find the exact mix of tasks that fits the competencies of the individual – but every attempt to approach the optimum opens up potential. For this you have to be informed.

Individualists want to be recognized

We should be informed about the competencies each employee brings with him or her on the basis of his or her individual personality. Then we have to think about the benefits for the team or the company resulting from these special features.

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In this respect, many mistakes are made that are relevant to business management. Example: An excellent salesperson – hard-selling, door to door – is promoted to sales manager. After all, he earned it. The result: the number of good salespeople is reduced – the number of incompetent bosses rises. In the end, neither the former top man nor his new team, nor the company is served at all.

The essential competencies and strengths result from the personality. All people have the same basic needs that are essential for survival – but with different weightings. This results in different behaviors from childhood on, which have the sense to first ensure the fulfillment of the prioritized needs. A person who, for example, attaches the greatest importance to his or her sense of belonging and being a part of it, learns to make visions of himself or herself and thus to be involved in relationships. He experiences again and again that he is internally satisfied if he succeeds in convincing others of his intentions and taking them with him on his adventures. If you know this, you don’t need to make any significant effort to motivate him.

Position yourself clearly

If we want our employees to contribute their individual skills, then it makes sense for their superiors to position themselves just as clearly.

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