Archives for 9 Feb,2019

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Five Drivers

steering-wheel-smallWhat are Drivers?

Way back in 1975 Taibi Kahler identified five common drivers that motivate us, these drivers are born in our unconsciousness and can lead to some very positive, as well as destructive behaviours.

By identifying which drivers an individual exhibits most, it becomes possible to recognise and develop the potential of these positive behaviours and how to respond constructively to the negative.

These drivers result in the behaviour that we exhibit to the wider world and find their roots in our unconscious. We’ve put together a guide to the 5 drivers and a questionnaire to help you identify which of the five driver types you naturally have a preference for.  Or more likely, which blend of drivers you have.

For more information on the five drivers download this:



To use the interactive online version of this questionnaire follow me, or to take the paper based test, download this:





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Belbin Team Wheel

Totem-WheelUnderstanding how teams work

When a group of people work together with a clear purpose, the autonomy to do what they are naturally great at, combined with complementary approaches to getting things done, amazing things can be achieved.

The reality is of course that we rarely work in such high performing teams.  Why don’t we always see such amazing outputs from the teams we work with?

Often it’s because teams have been pulled together from the people who are available, willing to volunteer, or those with the technical expertise or experience required.  That’s not necessarily the best way to get a great team.  We’re often working hard to make the best of a far from ideal situation.

When we want a good team, we often focus our efforts on making sure we have people who have the technical expertise or experience we need.  Have we got someone with leadership experience on the team for example, who can cover Finance, HR, Operations of some kind, and so on…

Whilst this approach can be very helpful for making sure you have the knowledge around the table that’s critical, it is not the fundamental ingredient for great teamwork. What if all the people around the table are risk averse?  Or all but one team member are creative types, and there’s one person who is more interested in implementing?

Totem Lollipops

So part of what makes a great team is having a group of people working to their strengths, and appreciating the benefit each other person brings.  It’s helpful to understand the different aspects of work and the different styles or preferences that we tend to see and one way to dig into how we can build a great team is to use the Belbin Team Wheel.

Belbin Team Wheel

Each person in a team will have aspects of that wheel that they have natural strengths in. Here’s a breakdown of those strengths:

Plant – Generating ideas on what to do

Coordinator – Coordinating people, delegating tasks and keeping the focus on the overall goal

Investigator – Connecting with people outside of the team, networking and kick-starting momentum

Shaper – Energising people to get to the desired outcome at pace and maintaining momentum

Specialist – Pulling in specialist expertise as required to get the job done

Evaluator – Critically evaluating the work and managing risks

Team Worker – Keeping people in the team happy

Implementer – Getting on with the tasks to be done

Finisher – Checking everything has been finished and done correctly

There are benefits and downsides to each of these preferences or natural styles of working, which is why having a team made up of too many people with one style can be damaging or make it difficult to achieve your goals.  So it’s important to have a blend of working styles within a team – not simply the technical expertise required to achieve a specific goal.

The key to using the Belbin Team Wheel effectively is to develop a better understanding of these different ways of working, and how we can make the best of them.  A few tools that can help develop your understanding of others can be found in Transactional Analysis and Kahler’s Five Drivers.

Feel free to hop on over to Belbin and take a closer look.

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Lessons from Akabusi

Kriss AkabusiLearning from a Legend

I recently had the privilege of joining a client’s annual conference at the ICC in Birmingham and seeing Kriss Akabusi give a motivational speech, perfectly aligned to the company’s vision and strategy.

Kriss kept on repeating the need for passion, pride and a can-do attitude as he told stories of his life and prompted us all to be an inspiration for others.

Here were his big messages…

I believe in you

Has anyone ever said those immortal words to you? Have you ever said them to anyone? Imagine the impact we can have on our families, friends and colleagues when we tell them we believe in their potential.  Who could you go to today and say “I believe in you”?

What does ‘success’ mean?

Roger Black totally transformed Kriss Akabusi’s way of thinking.  Before Roger, Kriss always thought of going to the Olympic games as a great success.  Then Roger came along and asked what the world record was.  He wanted to win, and win big.  What do you define as success?  What could be a totally different view that might change your thinking?  Could you dream bigger, or even dream a different dream altogether?  Who could challenge you to think differently?  And who could you challenge to redefine success?

We’ll cross the line together

If you weren’t there to remember it, you’ve probably seen footage of the amazing and heartbreaking moment Jim Redmond joined his son Derek on the race track.  Derek Redmond was all set to break the World Record when his hamstring snapped in the third race.  His definition of success suddenly transformed… Now instead of the world record, all he wanted to do was cross the line.  Father Jim raced to his son’s side to tell him he didn’t have to do this, but Derek was set on it, he had to cross the line. “OK son,” Jim said, “we’ll cross the line together.”

When things get really tough, what would it mean for you to get alongside your family, friends or team, and cross the line together?  Are there people you know who could do with that support right now?  How could you help?

A great speaker, and a brilliant message.  And one final thought – Kriss put up a challenge for us all…

The past is for reference, not for residence.

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Gaming for Talent

Totem-Talent 400x265Can games engage, retain and train talent?

There’s a lot of noise about gamification, serious games and playlists.  What do these mean and how could these concepts be useful for us in talent, learning and assessment?

The Learning Technologies event is a great place to hear about current and future developments in the world of interactive learning and assessment.  Whilst the definitions and usefulness of gamification varied slightly according to which exhibitor or seminar speaker we spoke to, there was some general themes which we found really helpful in understanding the difference.

Gamification is about taking what we already have and making it more like a game – ie “gamifying” something.  This has its roots in the unconscious drivers that motivate a lot of our behaviour – like a need to achieve and peer comparison.

If I’m on an elearning system and I can see I’m 48% of the way through a course and my peers are at 88%, there’s a good chance I’ll feel motivated to do more of the course.  Likewise if I’m awarded ‘badges’ or points for completion and passing confirmation of learning tests, this is likely to prompt an unconscious feel-good factor of achievement.

Many Learning Management Systems or elearning providers already have all this data – so by making that data public, and displaying it like game statistics, there could be some benefits to you motivating people to complete your online learning.

But be warned, there are also some big watch-outs with this idea.  First off, people are quick to feel patronised and this is a big switch off – so be careful with badges and achievement points, that people don’t feel like they’re being treated like children.  “Woo hoo you scored 5 bonus points for ticking this really boring health and safety box” is not likely to be motivational for people.

Jelly Bean Diversity

Duolingo and Headspace are known for their easy-to-use, somewhat childlike (but nobody seems to mind) completion % markers, daily practise streaks and comparisons with other users.  Maybe this works well because users have chosen to complete the learning, so this gamification encourages them to keep going.  Whereas in a business setting, being told we need to complete online learning puts us in a different mindset.

The combination of being told we must do something, then seeing childlike points and badges that we view as patronising, could be a recipe for disaster, resulting in non-completion and low engagement.

In the wider context of the challenge: Stop your elearning – you could argue this is all a moot point.  However there does appear to be some benefit in acknowledging those unconscious drivers of need to achieve and peer comparison.  If we all stopped sending out system, process and compliance elearning courses, and engaged people in a daily learning practice to help them do their jobs, then our offering would be more like Duolingo and Headspace, and it could be worth us adding in the gamification elements.

But as it stands right now, we risk simply adding to the feeling of being patronised.

Serious Games are a different animal.  Whereas gamification is taking what you already have and ‘gamifying’ it, serious games are the creation of an adventure or experience, which has a learning outcome and useful result.

Take for example a project management game, which might look like any other X Box adventure, but challenges the user to engage principles of best practice project management.  This provides a safe environment for application of learning and practice.

You could therefore consider adding serious games into your learning journey.  Common sense, Kolb’s learning cycle and even Kolb’s critics all point to the importance of practice when it comes to embedding learning.

Totem Gummi Bears

The best option is often to just get right into the day-job and use what you’ve learned, try it out, then reflect and work out what to do better next time.  But that’s not always possible or attractive.  What if I’m learning how to deal with a certain kind of crisis that is extremely rare?  Or what if I’m learning a skill that I might consider risky to try out at work?  Even coaching skills can feel scary for managers trying it out for the first time, as it can be such a departure from what the team are used to.

So perhaps serious games – just like scenarios, role plays and practical exercises have historically done in learning – give us an extra opportunity for practising new skills.  And the benefit of serious games online, is that like the X Box game, you can be anywhere in the world, playing a leadership or teamwork game, together.

An interesting reflection may also be how these games could be used for assessment.  Many firms are wanting their assessment and selection processes to be different, more engaging, reflecting a more 21st Century employer brand – so could we add in serious games?  It certainly seems like the potential is there, for a game purposefully designed to test leadership skills, assessors can observe behaviour and see how people really react under pressure.

So whatever way you look at gaming applied to talent assessment and development, there’s no doubt there is value in the idea.  Perhaps like all of the messages we heard at the Learning Technologies event, they key is to make sure you get the result you’re after, rather than simply run toward the latest fad or gadget.

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