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Providing Insight for Team Success

“The strength of the team is each individual member. The strength of each member is the team.”

Phil Jackson

Former NBA Head Coach, Chicago Bulls

Team Navigator… Giving every team member a clear road map for change.

Effective teams can be a huge competitive advantage, taking your organization further, faster.  Teams succeed when they have a clear Purpose, the right People in the right role, and a positive Climate.

The Team Navigator process starts with a confidential survey that identifies strengths and areas for improvement across these 3 critical dimensions for each team member and the group as a whole.  To create lasting change, every team member – not just the team leader - participates in an individual coaching session focused on their feedback and creates targeted development goals tied to the team’s needs.

3D Group consultants customize the agenda for a Team Retreat based on specific insights from the individual coaching, the individual survey results, and the response patterns within the team's survey data.  At the end of the Retreat, the team makes both group and individual commitments to help the team thrive.

“To work as a high functioning team, we needed to partner effectively and take more ownership.  It’s hard to argue with data, so the reports and coaching helped us to more clearly understand and face team challenges.”

Valerie Blanchett, Vice President of Human Resources
The Andersons

Team Navigator QUICK CASE STUDY

The Anderson’s HR Team uses Team Navigator to Increase Collaboration & Lead Change

Team 360 Degree Feedback

When most people think of 360 degree feedback, they immediately envision an individual process… and there’s no question, it’s a powerful process for the individual. However, there is power well beyond the individual. When results are aggregated and viewed through the context of the team, organizations are able to uncover key insights that can accelerate team development.

STEP 1: All team members (and team lead) participate in the 360 feedback process.

STEP 2: All participate in 1:1 feedback coaching sessions with a 3D Group Lead Consultant

STEP 3: The Lead Consultant analyzes both team data and coach notes.

STEP 4: A high-level summary is presented to the supervising executive or team leader.

STEP 5: Implications for team building, succession planning, and strategic planning are explored.

Board Evaluation

3D Group’s Board Effectiveness Profile is an instrument that measures the most relevant aspects of a board functioning for corporate boards. The assessment process provides a self-evaluation to help set strategic priorities and assess skill gaps for director succession planning.

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Questions

Each director rates the board as a whole on 63 standard questions as well as providing open-ended comments. Survey questions are clear, behavioral, and contain a minimum of jargon.

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Tailored Content

In addition to the core questions, surveys are customized to reflect each board’s committee structure as well as providing an area to collect feedback about specific board initiatives.

Format

The survey can be completed over the Internet or via paper and takes 15–20 minutes to complete depending on how many comments directors provide.

What Does the Board Effectiveness Profile Measure? Expand for all the Details!

Facilitating Organizational Effectiveness

  • Mission, Vision, Values– the extent to which the board is aligned with the company’s core values, mission, and corporate vision.
  • Leadership Succession– the development of effective succession plans for the CEO, board members, and organization-wide leadership.
  • Operational Excellence– the board’s understanding of the company’s core products, customers, marketplace, finances, human resources management and information technology in relation to the company’s core business.
  • Performance Management– CEO pay, the CEO review process and metrics to assess organizational effectiveness.

Oversight and Risk Management

  • Oversight and Risk Management– understanding of international, regulatory, legal and financial issues required for effective oversight.

Board Characteristics

  • Board Structure– the appropriateness of board committees, extent membership diversity, conflict resolution procedures, and meeting productivity.
  • Decision Making Processes– inclusion of different viewpoints, consideration of appropriate and complete information, open discussion and presence of board consensus.
  • Board Competencies– strength of the board as a whole in 8 key areas: Ethics, Analytical Thinking, Industry Knowledge, Teamwork, Communication, Political Savvy, Legal Insight and Financial Acumen.
  • Meeting Logistics– meeting location, attendance, frequency and the usefulness of management reports presented at meetings.
  • Relationship with the CEO– trust and respect between the CEO and the board, clarity of the CEO role and the role of the board in relation to the CEO.

Committee Effectiveness

  • Customized for each board– Each board committee is rated on the reliability, usefulness and timeliness of their reporting.
The Anderson’s HR Team uses Team Navigator to Increase Collaboration & Lead Change
Background & Team Challenges:

Historically, HR leaders at The Andersons had made key decisions about how to manage HR services based on direction from individual business unit leadership.  In early 2017, the CEO and new VP of HR initiated a shift towards a shared services model requiring the HR Leadership Team to collaborate with their peers in a new, and sometimes challenging, way.

 

Team Navigator Solution:

Using our unique side-by-side rating method, every member of the Anderson’s HR team, including the  VP of HR, provided individual ratings & comments for their teammates in a confidential survey process. Then, each team member met one-on-one with a coach to discuss their individual feedback and prepare for a Team Retreat.  3D Group consultants customized the Retreat agenda based on insights from individual coaching, survey results, and response patterns within the team’s survey data.

Results:

“People walked away with permission to get beyond ‘Mid-West nice’ and speak more freely, which has helped us to surface and work through differences of opinion.”  

 -Valerie Blanchett, Vice President, Human Resources, The Andersons

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