MargerisonMcCann

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Margerison-McCann Team Management
Systems Accreditation 360 Plus Accreditation
in the Team Performance,Linking Skills
andOpportunity OrientationProfiles
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The Team Performance Factors
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The Team Performance Factors
ADVISING Gathering and reporting information
INNOVATING Creating and experimenting with
ideas PROMOTING Exploring and presenting
opportunities DEVELOPING Assessing and testing
the applicability of new approaches
ORGANISING Establishing and implementing ways of
making things work PRODUCING Concluding and
delivering outputs INSPECTING Controlling and
auditing the working of systems
MAINTAINING Upholding and safeguarding standards
and processes LINKING Integrating and
coordinating the work of others within the team
and in relation to external interfaces
ADVISING Gathering and reporting information

INNOVATING Creating and experimenting with ideas
PROMOTING Exploring and presenting opportunities
DEVELOPING Assessing and testing the
applicability of new approaches
ORGANISING Establishing and implementing ways of
making things work
PRODUCING Concluding and delivering outputs
INSPECTING Controlling and auditing the working
of systems
MAINTAINING Upholding and safeguarding standards
and processes
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360º Feedback using the Team Performance Profile
Questionnaire
MANAGEMENT
TEAM MEMBERS
SUPPLIERS
CUSTOMERS
OTHER TEAMS
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Design of the Team Performance Profile
Questionnaire

• 6 Team Performance Profile Questions for each of
  the 9 Team Performance Factors.
• 54 Questions in total.

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Team Performance Profile Satisfaction Rates
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Team Performance Profile Satisfaction Rates How
are they calculated?
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Team Performance Profile Satisfaction Rates
Over-satisfactions
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Team Performance Profile ImportanceRatings How
are they calculated?
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The Thirteen Skills of Linking
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People Linking Skills
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Task Linking Skills
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Leader Linking Skills
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Design of the Linking Skills Profile Questionnaire
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Linking Skills Profile Satisfaction Rates
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Linking Skills Profile Satisfaction Rates How
are they calculated?
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Linking Skills Profile Satisfaction Rates
Over-satisfactions
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Linking Skills Profile Importance Ratings How
are they calculated?
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Multi-rater Feedback Instruments

• Reading
• 360 Degree Feedback Unguided Missile or
  Powerful Weapon? - Laurence Handy, Marion Devine
  Laura Heath

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Zen Wisdom
a great root of faith
a great ball of doubt

a fierce tenacity of purpose
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How do you see the world of work?
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Time Lines
What they think they were doing5 years ago today!
And
What they think they will be doing 5 years from
now!
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The Opportunity Orientation scale is divided into
five subscales

• Moving Towards Goals (MTG) energy
• Multi-Pathways
• Optimism
• Fault-Finding
• Time Focus

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MTG Energy(Moving-Towards-Goals Energy)
The energy that gives us the determination,
enthusiasm, and resilience to formulate and
achieve our goals in life.
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Multi-Pathways
The ability to generate lots of possible pathways
around obstacles.
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Optimism
A psychological resource that gives people a
generalised expectancy that they will succeed
with their endeavours.
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Fault-Finding
The effort put into looking for faults in both
proposals and people.
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Time Focus
A measure of whether people like to focus on the
future, the present or the past.
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Working with MTG Energy

• What wastes your energy at work?

• What increases your energy at work?

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Working with Multi-Pathways
INTROVERTED ACTIVITY
ILB
ILB
ILB
IRB
LEFT BRAIN
RIGHT BRAIN
ERB
ELB
EXTROVERTED ACTIVITY
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Example of a Why Why diagram
Costs too high
Fee considered to be too high
Competitor gyms
Economic downturn

High Cost
Inadequate Promotion
Low ability
Low priority
Second-hand purchase
Aging Equipment
Low Membership
No electronic machines
Regularly breaks down
No staff
Open at wrong times
Council regulations
No market survey
Dont know members needs
Outdated activities
Not using latest techniques
No student classes
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Potential Obstacle Analysis
What could possibly go wrong?
What assumptions have we made?
What might we do to minimise the risk?
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Potential Obstacle Analysis Four Key Steps
1. Identifying internal and external obstacles
2. Ranking each obstacle in importance
3. Gathering information
4. Implementing preventative action and/or
contingency plans
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The Opportunity Orientation Scale
75/36 2.1
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Interpreting your Profile
gt5.0 Strongly focused on Opportunities 3.0 to
5.0 Mainly focused on Opportunities 1.6 to 3.0
Balance between Opportunities and Obstacles 1.0
to 1.6 Mainly focused on Obstacles lt1.0 Strongly
focused on Obstacles
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Comparing scores with the norm data
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If you are more Opportunities Oriented others may
annoy you because

• They will always seem negative.

• They will tell you why ideas wont work.

• They will seem to be resistant to change.

• They will point out the obstacles to any
  proposals.

• They will seem to be locked into the old ways.

• They will appear naturally pessimistic.

• They will consider that there is only one way to
  do things well.

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If you are more Obstacles Oriented others may
annoy you because

• They will never see the difficulties of any
  situation.

• They dont live in the real world.

• They always look on the bright side of life.

• They live too much in the future.

• They are always looking at ways to change things.

• They set unrealistic goals.

• They tend to be over-confident.

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Pacing the MoreOpportunities Oriented Individual
Dos

• Try to sound positive about their ideas even when
  you think they are stupid.
• Focus on the good part of their proposal before
  you explain what the difficulties are.
• Encourage them to describe the changes that might
  need to be made to implement their ideas, then
  point out any obstacles that might arise.
• Talk with excitement in your voice.
• Be prepared for their ideas to be unrealistic but
  look for the kernel of a good idea.

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Pacing the MoreOpportunities Oriented Individual
Donts

• Dont tell them why their ideas wont work help
  them to see this themselves.
• Dont dwell on the past.
• Dont criticise them personally.
• Dont appear negative or lacking in enthusiasm.

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Pacing theMore Obstacles Oriented Individual
Dos

• Expect them to be initially negative so be
  prepared to explain why your ideas will work.
• Be prepared for them to be resistant to change.
• Ask them to help you examine all the things that
  could go wrong.
• Accept that their devils advocate position
  might be of value to you.
• Accept that you may need to work hard to change
  their mind.

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Pacing theMore Obstacles Oriented Individual
Donts

• Dont focus excessively on the future show them
  how your proposals link to the present and the
  past.
• Dont be over excited until you are sure they can
  see the opportunities as you do.
• Dont react negatively when they tell you what
  the pitfalls are.
• Dont appear over optimistic.

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Relationship to theTMS Work Preference Measures
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Scale and sub-scale intercorrelations Matched
Sample (n160)
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Internal Consistency Matched Sample (n160)
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