Tools for People and Teams
The single biggest decision you make in your job -- bigger than all the rest -- is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits -- nothing.
- Jim Clifton, CEO of Gallup
Analyze & Understand
Action before understanding is where our worst decisions come from. As lifelong analysts, we have learned that the single most important thing you can do is completely separate observation and response.
Data does not tell us what to do. Data gives us critical parts of the story so we can think before we act.
Fluency - analyze and Grow potential
If you ask 10 people to form strategies to fuel growth or efficiency, who will have the best answer?
Would you like to be able to accurately predict that?
Fluency is a highly-sophisticated and actionable view into a person's ability to generate outstanding ideas and make high-quality decisions. Fluency extends the psychology tests that leave you wondering and offers a more comprehensive and intuitive view. You will be able to assemble teams of internal or external expertise who will complement each other and collaborate naturally to form superhuman intelligence.
Intangible Value - Analyze Broad impact
What matters far more than how well a person does their job? Their impact on how others do theirs.
Intangible value is a direct and actionable measure of a person's impact on ideation, decision making, engagement + morale, and adaptability. Not coincidentally, these are exactly the attributes you are looking for in leaders.
Intangible value is completely independent of individual contribution, and allows you to find the People Leaders and Visionaries you will need in higher-level conversations and decisions.
Tools of Action
How to organize teams
There is only one way to organize teams today: optimize for fluency.
Nobody has the ability to generate the best answers all of the time. But by combining diverse fluencies into teams, we can achieve aggregate fluency that is truly superhuman. Psychologically-similar teams will cluster around poor strategies that diverse teams easily improve.
Diversity does not come from knowing different skills or having different roles. It comes from different psychological temperaments and personal backgrounds which offer us entirely unique perspectives and sources of insight when different team members are discussing the same thing.
Do you want 30% of your time back?
For most professionals, this is a realistic goal. When you analyze internal deliverables, meetings, process, and alignment-oriented activities, you can recapture immense amounts of individual and team time, even before any form of digital transformation.
Optimizations to bandwidth can be prioritized by time, KPI impact, or project, to ensure each step to eliminate, improve, or automate has maximum impact on your goals.
How to promote
The best organizations on earth are moving forward by looking backwards.
Gallup estimates that only 10% of people are ready for "natural leadership."
Companies fail to choose the candidate with the right talent for the job 82% of the time.
Through exercises like our Roundtable, future leaders have the opportunity to demonstrate their ability to turn chaos into value and show natural leadership, long before the organization takes the risk of promoting them. Those who are most successful in these exercises gain voice first. And then those whose voice creates the greatest value gain formal position.
This mimics the way it used to work, thousands of years ago. We want the intellectual cream to rise to the top on its own, because when organizations attempt to choose it, the success rates are extremely low.
How to hire for Fluency
Hiring is key, however hiring cannot be your first priority in driving change because all new hires enter an environment that is far more powerful than them. You must address culture and the tools above to drive true change.
When you have identified the gaps and are ready to fill them, we help you make tweaks to your current hiring practices to surface fluency and ensure candidates have alignment to your cultures of value creation and collaboration, long before you discuss the candidate's fit for the specific role or project.
The most difficult hires are not the ones who struggle to address today's needs. They are the ones who are wholly unable to grow, adapt, and contribute to our organization over time.