This is far and away one of my favourite tools. Partly because I developed it, but mostly because it’s proved to be so practical, flexible and effective. I don’t have enough space here to get into all the details, but I will give you an overview (and if you want to know more just message me).
In our last article we looked at the team life cycle. This is an overview of the process a team goes through. If that model is the route map for our team, the team matrix is the maintenance manual for the engine that will take us along that route. What is critical about this model is that it addresses both practical, systematic factors, as well as cultural and instinct based factors. The elements are:
Aims: The team needs to know why it’s here and what it’s seeking to achieve
Contributions: Team members need to understand what they contribute to the team, and they need to value their contribution (and the contributions of others)
Communication: The team needs systems and processes that establish methods of communication that are both clear and open
Challenges: We can never predict everything, so a team needs a process for dealing with problems creatively and conflict constructively
System: The team needs a robust system for operating and for tracking progress and outcomes
Culture: Team members should feel supported and feel able to support others, and people should derive enjoyment and satisfaction from their work
There’s obviously a large amount of detail behind this but I want to also look at how we can use the model.
Firstly, this can be used as a desk-based assessment by management in order to assess the health and strength of a team. A more involved way of using the model would be to have the team complete the assessment themselves, either as a team or by completing individual assessments and then comparing results. The most engaged way of using the model is to have a team break down each element and define what this means in specific terms for their team. This effectively becomes the gold standard for that team. Once that is done the team (again either collectively or individually) can complete a health & strength assessment against these elements. The outcome of this produces a route map for team development.
Referring to this model as an assessment matrix is accurate, but it also undersells the usefulness and adaptability of the model. It can be used to assess our teams, but also as a flexible template to develop, build and maintain our teams.
As I said at the outset, if you would like to talk about this in detail, please just message me.
I’ll be sticking with teams next week, but also bringing back some of our DISC insights.
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