Building and Managing Your
Entrepreneurial Team!
Business Benefits for Entrepreneurs from
TGI Role-Based Assessment
TM
Dr. Janice Presser, CEO
The Gabriel Institute
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Contents
• Which is better: Talent or Teams?
• Why do ‘failed hires’ keep happening?
• How can you predict – and control – team
performance?
• Three steps to Business Value in your
entrepreneurial organization.
Copyright© 2011, The Gabriel Institute. All Rights Reserved.
Which is Better, Talent or Teams?
• In sports, the best TALENT costs more,
but the best TEAMS win more
• Do ‘the best and the brightest’ always
make the best team players?
• Talent can be measured in many ways,
but can you measure ‘teaming’?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
He looked like the
perfect CEO.
He left the Board in
the dark & ‘bulldozed’
all opposition to the
new technology.
The CTO quit; the
launch failed.
And the write-down
wiped out two years’
profits.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
She had a superstar
‘rep’ as a Sales VP,
and she looked the
part.
She grated on your
top salespeople…
and they left.
She antagonized
customers…
and they left.
She embezzled $180k.
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You had a great team.
Your Director of
Administrative
Services retired.
You asked the
recruiter for someone
with a ‘firm hand.’
You got what you
asked for.
Now every
management meeting
goes ten rounds.
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The new Executive
Assistant was
everyone’s #1 pick.
Mis-communication
and finger-pointing
became common.
People who had
worked well together
for years became
enemies.
Bad things can come
in small packages.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Business
is a team sport.
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They all spell ‘team’ with 2 letters:
ME
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When people can’t (or won’t)
‘team’ well,
what happens to
team performance?
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SBA: 34% of new enterprises
close within 2 years.
VC industry: 60% of failures are
due to people problems
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Lack of Positive Synergy
•
•
•
•
Distraction - failure to maintain focus
Dissention - failure to communicate
Disengagement - failure to commit
Diversion - failure to execute
Both research and practice indicate that 60%
of VC-funded companies fail due to internal
factors: people, management, execution
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Who Wants Team Players?
• QUESTION: What percentage of business
people want good team players on their
teams?
100 ?
• ANSWER: _____%
What would it mean for your bottom line if
EVERY person in YOUR company was a highquality team player?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
The Ugly Truth About Hiring
• 40% of newly promoted managers and
executives fail within 18 months Source: Manchester, Inc.
• 46% of U.S. new hires must be classified as
failures within their first 18 months (fired,
pressured to quit, required disciplinary action, etc.)
Source: Leadership IQ
• 58% of new executives hired from the outside,
fail in their new position within 18 months
Source: Michael Watkins
• Nearly two-thirds of hiring managers come to
regret their interview-based hiring decisions
Source: DDI
• 65% lie on resumes
Source: The Risk Advisory Group
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
How many times have you seen…
Pre-hire evaluation
• Good ‘fit’
• Relevant knowledge
• Progressive growth of
responsibility
• Excellent resume
• References
• Superb interview
On the job
• No clear leadership
• Lacking good judgment
• Missing key goals and
deadlines
• Not measuring up to
expectations
• Inappropriate workplace
behavior
Result: undesired termination!
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Data is not Information
• SMART ≠ MOTIVATED
• EXPERIENCED ≠ PRODUCTIVE
• AGGRESSIVE ≠ EFFECTIVE
• CHARMING ≠ CONSTRUCTIVE
• How much do resumes, interviews, IQ and
personality factors tests really tell us about
team performance?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
The Sales Team Example
• Sales ‘personality’: elevated levels of
extraversion and aggression are ‘pass-fail’
measures for getting a job in sales
• BUT…sales departments typically have high
turnover and a high percentage of people
who fail to achieve their objectives
• Personality factors align well with being in
the sales profession…but not with success
in selling!
• Effective selling requires effective teamwork
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What about the Team?
• CEO’s bet their vision on
the team
• VC’s bet their funding on
the team
• What are they really
betting on?
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Why is this Crucial for a Startup?
• You can’t do it alone – it takes a team...
• BUT – even one ‘wrong-fit’ person on a startup
team can delay or derail success
• You need people who are flexible enough to do
what’s needed...
• BUT – if you don’t give them enough of what
they like to do, they won’t stay
• You may have the desire to start the business...
• BUT – do you have the desire to work with
others to actually make it happen?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Why is this Crucial for a Startup?
• You and your team need to be able to TEAM
well with others
– Your team
– Your customers
– Your advisors
– Your investors
• Startups require more energy than existing
companies
• What does it take to get ‘liftoff’?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
There is
a completely new way
to predict
how people will perform
in teams.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
RBA: A new way to know!
Created by The Gabriel Institute
Behavior
Performance
Gerber-Presser
Exec. Behavior
Lowenfield
Mosaic
Rorschach
Personality
Gerber Mosaic
Figures
Woodworth
(U.S. Army)
MMPI
Pathology
Gerber-Presser
Enhanced EBA
Allport
Values
Cattell 16PF
Personality
MyersBriggs
TGI Role-Based
Assessment
Components
Hartman
Axiology/EQ
5-Factor
Theory
DiSC
Predictive
Index
Caliper
Intellect
BinetSimon IQ
Raw Material
StanfordBinet IQ
Wechsler
WAIS
U.S. Army
Alpha-Beta
1900
1920
1940
1960
1980
2000
2010
Predicting behavior adds measurable business value
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
What you
measure
is what
you get.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Predicting Business Value
Behavior
Role-Based Assessment
Behaviors
determine team
Performance
Personality
Individual traits
measures are
‘Components’
Intellect
IQ testing
measures
‘Raw Materials’
1900
1920
1940
1960
1980
2000
2010
Different Measures…Different Results
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
TGI Role-Based Assessment
• 25+ years’ R&D; 3 separate iterations, to answer the
question ‘What really happens when people team
together?’ Launched online in Q3 2009.
• New technology employs multiple interlocking
behavioral simulators; cannot be ‘gamed’
• Identifies ‘teaming behaviors’ that impact success
of both individuals and teams
• Validated by direct observation (‘from the Board
Room to the mailroom’; RBA reports matched to
performance assessments from managers)
• In its first year of general availability, RBA is used by
the U.S. Dept. of Justice, HP, the State of Montana,
and over 50 other organizations.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Using RBA
• RBA is a confidential, on-line 60-minute exercise
• The individual is addressed as an actor in films, and is
asked to makes specific choices about his/her ‘starring
roles’ in a series of 10 movie scenarios
• Once completed, two reports are generated, one for the
individual (SD-1 self-directed) and one for management
(MD-1 management-directed)
• The SD-1 report is designed to provide positive,
supportive self-coaching and teambuilding advice
• The MD-1 report predicts the individual’s teaming
behavior, with specific management guidance to achieve
full potential for the individual and for their team
• The MD-1 also identifies areas of concern, and potential
‘red flags’
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
RBA: reveals information
not identified by other means
• Coherence
• Role
• Teaming Characteristics
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
RBA Metric #1
‘Coherence’ describes
a positive orientation to group
achievement. Coherent people
work well with others;
Rigid and Diffuse people do not.
Coherence is central to Quality of Hire:
getting the right people!
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
One thing you can count on…
A Coherent person
will be
a good team player.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
RBA Metric #2
‘Role’ is a person’s attraction
to one of ten specific
organizational needs, e.g.,
planning vs. execution vs.
helping others.
Role is key to getting the right people
into the right seats
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
The Team Starts with the Founder
• Has the Vision
• Inspires Followers
• Feeds the Team
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Vision Balanced by Grounding
Vision Mover
Vision Former
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Drive Balanced by Organization
Action Mover
Action Former
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Obtain and Provide the Essentials
Explorer
Watchdog
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Create Community, Culture,
and Coordination
Communicator
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Fix Problems, Bank the Solutions
Conductor
Curator
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A Group of Proven Entrepreneurs
• Role ‘fit-to-mission’ and very high percentage
of people with a strong ‘secondary’ Role
• 14 RBAs reported; 22 strong Roles;
91% ‘visionaries’
•
•
•
•
•
•
•
•
•
•
Founder - - - - - - - 10
Vision Mover - - - 7
Vision Former- - - 3
Action Mover - - - 1
Action Former- - - 0
Communicator - - 0
Conductor- - - - - - 0
Curator - - - - - - - - 0
Watchdog - - - - - - 0
Explorer- - - - - - - - 1
]
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Volunteers Serving the Poor
through education
• 64 RBA’s reported; 24 multiple roles
• 63% Role-fit to preserving, communicating,
and sharing knowledge
•
•
•
•
•
•
•
•
•
•
Founder - - - - - - - 5
Vision Mover - - - 4
Vision Former- - - 7
Action Mover - - - 4
Action Former- - - 8
Communicator - - 32
Conductor- - - - - - 10
Curator - - - - - - - - 11
Watchdog - - - - - - 3
Explorer- - - - - - - - 8
]
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Why Role is so important…
Aligning Roles with
job responsibilities
improves workplace
performance.
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
RBA Metric #3
‘Teaming Characteristics’ are
the qualities of a person’s work
with other people, inside and
outside the organization.
When people feel that they ‘fit’, they also
work better, stay longer, and produce more
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Organizational Value
Teaming Characteristics
align job-fit with
industry, culture, and
business needs.
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Use the Metrics of Human
Infrastructure to Manage Better!
• Align Role with job responsibilities: increase
individual job satisfaction and productivity
• Align Roles on a team with mission of team:
raise team output, quality, & collaboration;
identify and resolve performance issues
• Raise overall Coherence and Role-fit:
improve organizational synergy;
create a high-performance organization;
build a Coherent Human Infrastructure
Better People, Better Teams, Better Performance
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
A Real-world Business Solution
• UK wholesalers’ management team meetings
erupt in discord, sniping, and threats
• RBA reveals: two key people (of seven) are
diffuse and do not fill any Role effectively
• One quits immediately; one is watched more
closely until incompetence is documented
• Replacements are hired – Coherent, right
Roles, great Teaming Characteristics
• Meetings become positive and productive,
profitability rises 18% in 9 months!
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
What would happen
if everyone on your team
could be a great team player?
Copyright© 2010, The Gabriel Institute. All Rights Reserved.
Get Business Value!
• Try a TGI Business Solution at No Cost
– Assess 5 candidates for a current hire,
5 candidates for a promotion, or 5 members
of a troubled team
• Do a TGI Pilot Project
– Quality of Hire, Leadership, or Teambuilding
– Quantify the benefits using your own measures
• Use RBA first where business value is greatest
– Looking for funding? Prove you’re a great team!
– Optimize hiring; reduce turnover, repair team issues
– Build a Coherent Human Infrastructure
TM
Copyright© 2010, The Gabriel Institute. All Rights Reserved.