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Q: Are there any services you offer or programs you recommend to help healthcare executives energize and engage their teams to execute an idea or vision?
A: (from Fred J. Laquinta, Tyler & Company advisor and facilitator of its 360-degree assessment program, Trancendre) One of the most important facets of being a successful leader is mapping a destination for your team, exciting team members about the journey, and executing the work to arrive at the finish line.
Tyler & Company uses DiSC’s individual behavioral assessment as a tool to better understand potential candidates. Currently the firm has more than 5,500 healthcare executive profiles. The assessment is akin to instruments like the Myers-Briggs Type Indicator. However, instead of a personality assessment, the DiSC creates profiles based on behaviors. Interestingly, patterns exist for certain job functions such as CEO, COO and CFO.
Tyler & Company’s administration of DiSC’s “Work of Leaders” is comparable to individuals taking a behavioral assessment in that each team member is asked to complete the survey. However, questions originated from the analysis of 30 years’ worth of leadership best practices and insight from more than 300 subject-matter experts. For leaders to make a difference, it was discovered that they must create a vision, align people and execute.
Questions are grouped as follows:
Vision Exploration, boldness and testing assumptions
Alignment Clarity, dialogue and inspiration
Execution Momentum, structure and feedback
By homing in on each team member’s tendencies relating to these three core components and their segments, we can gain a clearer picture of what comes naturally to the group, and to its leader. For example, to build alignment, a leader should be clear, encourage dialogue and inspire. If results reveal a leader could be clearer by explaining rationale vs. offering intuition, or structuring messages vs. speaking off the cuff, he/she could rethink his/her approach, which would result in getting more team members on the same track.
Identifying a team’s strengths and challenges provides insight for the development of an action plan to improve the cohesiveness of the group. Using those same data from team members and another tool, we also can create a culture report, which explains how individuals work as a group.
This group culture differs from how individuals act independently, and can make team members either feel empowered or like foreigners. Some of the factors that influence group culture include the leader’s style, as well as those of the team’s most dominant players; the type of work the team is asked to complete; the group’s mission and vision; and whether the team gels or tenses when collaborating. How well a team’s gears churn impact its success of reaching goals. This report offers a culture analysis that mirrors the profiles of DiSC’s individual behavioral assessment; however, results reveal the type of atmosphere in which the team functions.
Culture type | Atmosphere
D Dominance Quick to make decisions and provide direct answers; competitive
Energetic; collaborative; optimistic
Stable; cooperative; supportive
Focused on quality, accuracy and order
By learning the tendencies of how others think and operate, we gain tremendous insight as to which components to improve so that a team functions like a well-oiled machine and revels in its accomplishments.
Questions about Work of Leaders may be directed to Fred J. Laquinta, MBA, Tyler & Company’s advisor and facilitator of its 360-degree assessment program, Transcendre. The retired VP of HR of AtlantiCare, he is certified as an executive coach, physician development coach and in DiSC and Personalysis. Reach him at 609-335-1515.