Team Viewpoints report for Jyre Team

7 things to know about teams

  1. 1
    Most people start with objectives, recruit for competence and only then try to create a team. Why not start with talented people who believe in each other, and then work out what you can be uniquely, distinctively good at?
  2. 2
    The best teams get people to be their best – they spot the talents in each other and encourage, demand, support and cajole them to become the leader within.
  3. 3
    Teams need 3 things: shared purpose, belief in each other, and differences between people that are treasured not trashed.
  4. 4
    Purpose needs to be about more than targets and money, or a team will die. Teams need to discover or create a purpose that sets them alight and let it become their polestar – the constant point of reference in the midst of day-to-day uncertainties.
  5. 5
    Teams that believe in the talents of each other will significantly outperform teams that on paper have more talented players.
  6. 6
    The more you can deepen your appreciation of your colleagues’ distinctive talents, the stronger the team will be. The clearer you are about your shared gaps, the less likely you are to let them become liabilities.
  7. 7
    A sign of a mature team is that, whilst everyone inside the team knows who the leader is, an outsider won’t be able to tell, because everyone is prepared to take the lead, and everyone is prepared to follow.

Team Viewpoints report for Jyre Team

Jyre data from the following are included in this report:

Neela Lynn Ahmed

Heather Angiolini

Amani Asad

Bolaji Atanda

Mariann Babecz

Alex Blanes

Kaio Burghard

Rebecca Campbell

Clare Cohen

Natalia Czekalska

Mark de Cates

Léonie Duff

Arabella Ellis

Victoria Harflett

Alex Hek

Mark Loftus

Lisa Sheree McFall

Best-fit Leader types

There are 2 circles plotted for each team member, that member's 2 Best-fit Leader types.


Click on a diamond to find out about that Leader type.

the Innovator

They are willing to think the unthinkable, make connections others miss, good at anticipating how the world may change and are willing to make bold, game-changing decisions, even at the risk of failure or seeming foolish.

the Entrepreneurial leader

They are great at spotting the potential in situations and have the network of contacts, personal resourcefulness and determination to follow through and turn possibilities into reality.

the Executional leader

The Executional leader is focused and driven to achieve great results. They will work tirelessly on a challenging task until it is completed, galvanising and driving the efforts of others, often with little or no regard for relationships or workplace politics.

the Practical leader

They are great at translating strategy into practical results, with a strong feel for what will work in the real world. They balance the short-term with the long-term, bringing a sustained focus on improving the quality, reliability and effectiveness of whatever they are leading.

the Strategist

They provide strategic clarity to people and organisations. They are valued for their judgement, their wisdom about what is going on and their insight about what needs to happen to move a difficult task forward, unstick a relationship, or handle a tricky people situation.

the Servant leader

The Servant leader gets their own ego out of the way and focuses on the team and organisation around them. They pull people together around shared goals, recognise and play to people’s strengths and inspire teams to perform strongly. Many come to personify the team, to embody its core values and identity.

the Transformational leader

They are great at leading people and organisations through change. Some deliver change in processes, products and structures, but the best are just as good at changing beliefs, mind-sets and culture.

the Charismatic leader

They seem to pull people towards them – who are drawn by their inner convictions and vision. The best create inspiration, energy and change for people, generating a sense of possibilities and potential.

the Professional

Professionals are known for their commitment to mastery of their chosen subjects and their determination to deliver on whatever personal commitments they make. They work with great energy, drive and focus in the service of others.

Individual Best-fit Leader types

The 2 best-fit Leader types for each team member.

Neela Lynn Ahmed

 

Heather Angiolini

 

Amani Asad

 

Bolaji Atanda

 

Mariann Babecz

 

Alex Blanes

 

Kaio Burghard

 

Rebecca Campbell

 

Clare Cohen

 

Natalia Czekalska

 

Mark de Cates

 

Léonie Duff

 

Arabella Ellis

 

Victoria Harflett

 

Alex Hek

 

Mark Loftus

 

Lisa Sheree McFall

 

Least-fit Leader types

There are 2 circles plotted for each team member, that member's 2 Least-fit Leader types.


Click on a diamond to find out about that Leader type.

the Innovator

They are willing to think the unthinkable, make connections others miss, good at anticipating how the world may change and are willing to make bold, game-changing decisions, even at the risk of failure or seeming foolish.

the Entrepreneurial leader

They are great at spotting the potential in situations and have the network of contacts, personal resourcefulness and determination to follow through and turn possibilities into reality.

the Executional leader

The Executional leader is focused and driven to achieve great results. They will work tirelessly on a challenging task until it is completed, galvanising and driving the efforts of others, often with little or no regard for relationships or workplace politics.

the Practical leader

They are great at translating strategy into practical results, with a strong feel for what will work in the real world. They balance the short-term with the long-term, bringing a sustained focus on improving the quality, reliability and effectiveness of whatever they are leading.

the Strategist

They provide strategic clarity to people and organisations. They are valued for their judgement, their wisdom about what is going on and their insight about what needs to happen to move a difficult task forward, unstick a relationship, or handle a tricky people situation.

the Servant leader

The Servant leader gets their own ego out of the way and focuses on the team and organisation around them. They pull people together around shared goals, recognise and play to people’s strengths and inspire teams to perform strongly. Many come to personify the team, to embody its core values and identity.

the Transformational leader

They are great at leading people and organisations through change. Some deliver change in processes, products and structures, but the best are just as good at changing beliefs, mind-sets and culture.

the Charismatic leader

They seem to pull people towards them – who are drawn by their inner convictions and vision. The best create inspiration, energy and change for people, generating a sense of possibilities and potential.

the Professional

Professionals are known for their commitment to mastery of their chosen subjects and their determination to deliver on whatever personal commitments they make. They work with great energy, drive and focus in the service of others.

Individual Least-fit Leader types

The 2 least-fit Leader types for each team member.

Neela Lynn Ahmed

 

Heather Angiolini

 

Amani Asad

 

Bolaji Atanda

 

Mariann Babecz

 

Alex Blanes

 

Kaio Burghard

 

Rebecca Campbell

 

Clare Cohen

 

Natalia Czekalska

 

Mark de Cates

 

Léonie Duff

 

Arabella Ellis

 

Victoria Harflett

 

Alex Hek

 

Mark Loftus

 

Lisa Sheree McFall

 

Team Fit-to-profile results

The Strengths mapping scores from team members give the following fit-to-profile results. The graph below plots the average of your team's fit-to-profile scores.

Innovator
Entrepreneurial
Executional
Practical
Strategist
Servant
Transformational
Charismatic
Professional
very strong
strong
moderate
low

Your Team

Neela Lynn Ahmed

 

Heather Angiolini

 

Amani Asad

 

Bolaji Atanda

 

Mariann Babecz

 

Alex Blanes

 

Kaio Burghard

 

Rebecca Campbell

 

Clare Cohen

 

Natalia Czekalska

 

Mark de Cates

 

Léonie Duff

 

Arabella Ellis

 

Victoria Harflett

 

Alex Hek

 

Mark Loftus

 

Lisa Sheree McFall

 

Strength-mapping

shared team strengths & easier to develop
shared team blindspots & harder to develop

Team strengths

Key shared strengths:

Ownership
Has a sense of duty to the task, the team and the wider organisation
Fairness
Acts in an even-handed way; balances own contribution and needs with those of others
Open-minded
Open to other’s new and different ideas; updates opinions in the light of new evidence or experience
Consistency
True to their inner values and public promises; open and straightforward
Appetite
Desire to make a difference; driven by purposeful goals for self & others

Potential blindspots

Lowest rated strengths:

Risk-taking
Seizes opportunities despite the risk of failure
Self-belief
Personal confidence that they can make a difference
Handles conflict
Deals constructively with conflict
Optimises
Keeps things at the optimal level of simplicity required for efficiency and effectiveness
Simplifies
Simplifies complex information (financial, numerical, verbal)