The Five Behaviors of a Cohesive Team™ is an assessment-based learning experience that helps people discover what it takes to build a high performing team. Bringing together everyone’s personalities and preferences to develop a cohesive, productive team takes work, but the payoff can be huge–for your people, the team, and the organization.
What does this program do?
The program helps teams understand how they score on the key components of The Five Behaviors model. Trust, Conflict, Commitment, Accountability, and Results.
Individual team members will learn about their own personality style and the styles of of their team member and how their style contributes to the team’s overall success.
A productive, high-functioning team:
Makes better, faster decisions
Taps into the skills and opinions of all members
Avoid wasting time and energy on politics, confusion, and destructive conflict
Avoids wasting time talking about the wrong issues and revisiting the same topics over and over again because of a lack of buy-in
Creates a competitive advantage
Is more fun to be on!
Does this sound like the team you are on? If you want to create high-performing teams, let’s get started! Contact us now to discuss whether this is a good fit for your team.
The Five Behaviors of a Cohesive Team™ are registered trademarks of John Wiley & Sons, Inc. All rights reserved.
PXT Select™ makes the very human decisions about hiring simpler and smarter.
PXT Select helps fill the gap between the resume and the interview. It provides organizations with actionable objective data about candidates in a simple to understand format that can help you to interview better and hire smarter.
It is an online selection assessment that measures a candidate’s cognitive abilities, behaviors, and interests.
Assessment results equip organizations and hiring managers with easy to understand information about the candidate, and provides intuitive questions to strengthen the interview process.
PXT Select™ measures a candidate’s thinking style, behaviors, and interests: three areas that impact an individual’s approach to situations in the workplace.
There are many reports available that will help you in many facets of hiring and managing.
Comprehensive Selection Report
Is the candidate a good fit? This powerful report helps you make smarter hiring decisions with confidence. Featuring tailored interview questions and tips on “what to listen for” with each candidate, this report gives you a meaningful edge in your hiring process.
Multiple Positions Report
What’s the best fit for a particular individual? Compare a candidate or employee to multiple jobs in your organization.
Multiple Candidates Report
Make hiring decisions with ease. Compare multiple candidates for a single position.
See how a potential candidate fits an existing team, or address your current team’s dynamic and strengths.
Discover how a manager and employee can work more effectively together.
Individual’s Feedback Report
Candidates can learn from PXT Select, too! This narrative report doesn’t reveal scores and is perfectly safe to share with applicants.
Are you more of a visual person? The graph illustrates a candidate’s results that you can view at a glance.
Wish you had coaching advice tailored to each employee? This report gives you exactly that and more!
Performance Model Report
Understand the range of scores and behaviors for the position you’re trying to fill. Learn about the ideal candidate for that role.
Value that lasts long after the hiring process
These comprehensive reports give you tremendous value starting with the selection process and lasting through the entire life cycle of the employee. Download this Report Guide to see how the reports will help you hire right and lead well. Get Your Report Guide
Ready to unleash your leadership potential? Contact us now to get started!
PXT Select™ is a registered trademark of John Wiley & Sons, Inc. All rights reserved.
In this short interview, Robin talks with Brandie Hinen, founder of PowerHouse Learning about her work, including how she helps business leaders improve inefficiencies, her ideal customer(s), lessons learned, and motivators.
Robin and Brandie are long-time friends and colleagues; we collaborate with clients whenever we can. During this fun conversation, Brandie sprinkles in practical leadership tips, such as how to be outwardly focused and how to practice mental rehearsals (and why it matters). And for fun, you’ll be treated to a story where Brandie met Robert Downing, Jr. and wouldn’t have even known it! I guarantee you’ll find something of interest to you personally and professionally. Join me and Brandie as we chat together on our mutual love of our life’s work.
About PowerHouse Learning
Powerhouse Learning is nationwide, delivering C level leadership development, succession planning, productivity enhancements and new business development training. As consultants, professional educators and mentors, we engage as trusted advisers working together to provide ways to solve the toughest problems and insuring your leadership team owns your success. Powerhouse Learning’s executives bring real world experience, with a history of success that delivers the credibility needed to gain the support of our clients and their teams.
Which is better? Having innovative new ideas or putting those concepts in action?
It’s a logical conclusion that ideas and implementation have equal importance. What good would brilliant ideas be if they go no where? And where would we be without the creative thinkers who dream beyond existing limitations?
Yet I can bet that we’ve all been a part of a workplace project and seen first-hand how challenging it can be to get that dreamer worker to commit to the nitty-gritty work needed to implement. So what can you do if you have a dreamer who won’t get any work done?
Steps you can take to make things easier on everyone
Recognize the value of those big ideas. It might seem like it’s all fun and games to you, but moving outside the established boundaries takes courage. A dreamer can be seen as out-of-touch, not serious, or full of fluff because they don’t focus on the details or work needed to make the vision a reality. But even if the ideas are brought forward haphazardly or without a lot of concrete justification, it doesn’t automatically make the ideas ridiculous. Imagine the possibilities with the dreamer, at least for a little while, before you start being critical.
Let the dreamer dream. Find as many opportunities as possible to let the person focus on innovation, not implementation. Use those strengths and be sure to acknowledge them. Be clear with the dreamer about how much autonomy you are offering (it may not be clear until stated).
Voice your need to focus on the implementation process. Talk through the short-term and long-term goals of any ideas that are brought to the table. If you are enthusiastic about the ideas, say so, then point out the need for action. Walk through next steps that are required to bring the dream to life. Help the dreamer see that details and implementation are critical for his success, too. If he isn’t willing or able to provide that help, be clear on how much you can (or can’t) take on.
Prioritize projects. One of the biggest disconnects between dreamers and workers is the perceived workload. Lots of ideas can come quickly, leaving the worker to get buried in a long list of projects or continuous changes to existing ones. Each time a dreamer brings a new idea to the table, have a discussion about where it fits into the existing timeline. Discuss this thoroughly so that both parties come to a place where each can live with the decision. If the worker can sincerely appreciate the value of the idea, work to figure out how to best bring it to life. If the idea doesn’t cut mustard, it will naturally fall off the list. Make sure those decisions are conscious ones, though, rather than it just happening.
Be realistic about project schedules. Even the worker can get excited about projects and take them on despite workload or process concerns. However, be conservative and realistic when determining timelines. Focus on a small number and do them well versus taking on too many activities at once.
Trust and appreciation of each contribution will yield solutions
When the dreamer and the worker trust each other enough to talk through the challenges that each face, solutions will be found. Big differences exist but that doesn’t make them insurmountable. Either fewer ideas can be implemented or more staff is needed, or the answer falls somewhere in between. The trick is making sure both players appreciate and value the work being done by the other.
What ideas do you have to help work with a dreamer more effectively? Think big and share here!
Do you have an employee or colleague that has a tendency to dodge particular tasks? Or perhaps have lackluster outcomes from an assignment? Grace’s behavior during this week’s snowstorm gave a clear indication of why that could be happening in your workplace.
How a snowstorm can shed light on a common management problem
On Tuesday, we received about 18″ of heavy, wet snow accompanied with blustery high winds. This March blizzard was a bit extreme but not unprecedented here in New England. The storm moved through slowly, starting early so that when Grace and I went outside first thing in the morning, we faced a brisk breeze and several inches of snow already on the ground. As the day progressed, conditions worsened and Grace was well aware from the howling noises of the wind and the deepening blanket of white that kept squirrels out of sight. Normally, Grace is enthusiastically asking for a walk no later than mid-afternoon, but she had absolutely zero interest on this day.
The big change in her demeanor was completely understandable. In my mind, only the extreme outdoor adventurer would enjoy being out in those conditions and clearly Grace and I were aligned in our thinking. No sensible short-haired, sun-loving dog would want to subject herself to those elements!
It got me thinking how conditions, such as our own interests and temperament, impact the choices we make about our daily work assignments.
Grace doesn’t like a cold, deep snow and gets nervous in heavy wind: in the workplace, the equivalent would be an employee who lacks interest in the particular task or feels overwhelmed with an assignment (either because of a real or perceived skill deficient). As an example, perhaps you are more excited to start a new initiative than buckle down and wrap up the nitty-gritty details of a current one. Ignoring this piece of the project could jeopardize successful implementation but it’s off your radar because it’s boring to you.
Dreaded work assignments can develop into a larger issue
Those dreaded work assignments, if not dealt with, can develop into a much larger issue. A manager needs to be aware of the signals and work to address them. Start to notice when a person hesitates or avoids a task and look for trends. If you can shift or off-load those types of projects, great! But that is not always possible. Whenever possible, focus on the person’s strengths and tap into those as much as you can. But if something is not getting done, especially over time, this has a negative impact on everyone.
Find a balance when negotiating with your employee
Work with the individual to understand their tipping point and areas where you can find mutual ground. Even though Grace hated to go outside in the storm, she knew that she had to be out long enough to take care of business. No matter how much she wanted to stay cuddled in her plush blanket on the sofa all day, there was a point she had to go out. She knows the rules of the house regarding bathroom breaks but there was no reason for me to make her go for a long walk that day. Find the balance of what is required and what is necessary for job performance when negotiating with your employee.
Put into perspective whether the “blizzard” is happening for one day or a whole season. If someone puts off something occasionally, it’s probably not a big deal. But when there is a pattern of avoidance, especially for a key component of the position, that presents a problem not only for the outcomes of the position but for the entire team.
Grace can stay cuddled on the couch without impacting others but in the workplace, someone avoiding tasks for too long becomes a problem to the team. Your job as a manager is to ensure that individuals and teams succeed in all activities, and that means getting the important things done through wind and snow.