Audience: All employees – managers and individual contributors.Outcomes: The ability to use the behavioral data and features in Perform to improve meetings and working relationships with your manager, direct reports, and teams across your organization. Perform provides all employees with the tools to apply behavioral insights and leadership best practices through 1:1 meetings, team meetings,…
Audience: All employees – managers and individual contributors.Outcomes: The ability to use the features and guides in Inspire to hone individual strengths, build meaningful working relationships, and fast-track development. Below are our recommendations for managers and individual contributors. We’ll cover features and guides that will help with self-awareness and awareness of others. Being able to…
Managers and coaches aren’t one and the same. Being a manager is more directive and transactional. Managers oversee the work of their employees, create plans, and direct their employees. They identify needs and fix problems to keep projects moving so the business can achieve its goals. Coaches are more consultative and employee-focused. They focus on…
Why does recognition matter? According to Psychology Today, feeling appreciated is a cornerstone of positive self-worth. It also strengthens the bond between two individuals. Studies show that workplace recognition is important to employees of every generation. And it’s a key driver in employee engagement. 40 percent of American workers would put in more effort if their employers…
Understanding yourself and others. When people understand their similarities and differences—and they’ve negotiated the best ways of working together—magic happens. Working with someone similar to yourself is intuitive. But, when the person you’re working with is different than you, it takes deliberate effort to change your own behavior so that you interact with them effectively….
Building career paths Progressing toward a goal is a strong motivator and opportunities to grow professionally is a top driver for employee engagement. Clear career paths can help you motivate employees in a way that’s aligned with your business and their desires. How do you ensure you’re setting them up for success? Most companies define specific skills…
An Adapting Team is one of the nine Team Types identified by The Predictive Index. Adapting Teams self-organize and work together when they see value in combining individual strengths. They exchange information organically, and expectations for how to work adapt over time. When conflict arises, it’s often because of behavioral differences. But the team is malleable…
A Pathfinding Team is one of the nine Team Types identified by The Predictive Index. Pathfinding Teams can be described as “relentless.” Conflict is frequent, with each person championing their point of view. Fortunately, they see conflict as valuable—it forces them to challenge each other and think differently. They don’t always take time to coordinate with…
A Producing Team is one of the nine Team Types identified by The Predictive Index. Producing Teams are task-oriented with their eye on the prize. Cooperation with others isn’t emphasized. They tend to work together when it helps reach individual goals—it has to be a win-win. When exchanging resources, people may expect something in return…
An Executing Team is one of the nine Team Types identified by The Predictive Index. Executing Teams can be best described as “no-nonsense.” They address conflict logically and swiftly with a focus on facts, not feelings. They collaborate when required, but otherwise, tend to work on their own tasks individually. Team members who value each…
A Stabilizing Team is one of the nine Team Types identified by The Predictive Index. Stabilizing Teams are known for being “by-the-book” and cautious with risk. Stabilizing Teams work together in a transactional manner with clear expectations about who does what and when. They share information on a “need to know” basis. With clearly delineated…