Posts Tagged ‘Assessment’

The Five Behaviors of a Cohesive Team

The Five Behaviors of a Cohesive Team Pyramid

The Five Behaviors of a Cohesive team program includes reports to help the team improve along the Five Behaviors model (Trust, Conflict, Commitment, Accountability, and Results).  Below is a list of the reports.  Feel free to contact us for a sample report or to get you team started on this model.

  • Team Comparison Report is the initial report after all team members complete their profiles.  This report shows the team where they are on the Five Behaviors model on a scale of low, medium, high colored like a traffic light (Green=Go/Good, Yellow=Caution/Review to Improve, Red=Stop!/Work on It is Necessary) based on summarizing the individual member’s overall scoring on profiles.  The summary is followed by information in each area that includes:  averages, details and how personal DiSC style may affect the team’s progress, discussion questions for the team, and action worksheets for the team’s use to create improvement plans as needed.
  • Team Progress Report is an optional follow-up report that teams, leaders, or facilitators may use quarterly or semi-annually to see how team is improving along the Five Behaviors model.  It is a great way for teams to see how they are getting better and what they need to do to continue to grow as a team.  Find out more in previous post introducing this feature.
  • Annotated Team Report is used by a team-building session facilitator.  This report is a copy of the team profile/comparison report that includes additional aids for facilitation.  The extras include: expanded explanation of profile content, scoring interpretation, resources for additional information, and indicators of personalized/tailored content.  In addition, an appendix includes a ranking of all assessment items by team average and the team’s percentile for each of the Five Behaviors. Find out about facilitator accreditation in flyer on our website.

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The Ideal Team Player Model

The Ideal Team Player Model

In other posts, I have talked about the Five Behaviors of a Cohesive Team based on the book The Five Dysfunctions of a Team by Patrick Lencioni.  This time I want to share three key characteristics to make sure you are hiring great team members from his book The Ideal Team Player.  You might ask “Why does Lencioni have two different books to deliver a full message on team building?”  It is fairly simple, if you want cohesive teams that have trust, show commitment, work through conflict, understand accountability, and deliver resultsyou need to hire and keep the right people.

To hire the right people for your teams, you need to look for people who are humble, hungry, and smart.  To keep the right people on your teams, you need to continually monitor existing employees against  those three team player characteristics to make sure they still fit into your team culture.  We need to take a closer look at what Lencioni means by humble, hungry, and smart to better understand why we need to hire for and monitor against these traits.

Humble should be a requirement of any team player!  These people like working in a team, sharing credit with others, and defining success as group accomplishment.  Self-centered, ego-driven, or politics-playing individuals will not fit into a team well.  So look for “we” instead of “I” when they talk.

Hungry people are always looking to do more, take on responsibilities, or learn more.  These people are self-motivated, diligent, and require little supervision.  Ask questions about projects they have been on and how they have handled problems,  you should be able to gauge hunger by the way they have handled situations in the past.

Smart is not mental intelligence or skill sets (IQ), it is about people (more along the lines of EQ) and social skills.   This is not touchy-feely stuff.  It is about using common sense when working with and talking to other people.  Ask questions about how they work with others and you should see enthusiasm in their responses.

In Lencioni’s model, you can see that it is easy to be fooled when looking at any one characteristic too strongly.  Lencioni examples are Humble=Pawn, Hungry=Bulldozer, or Smart=Charmer.  Even settling for a combination of two characteristics can be bad.  Lencioni examples are Humble+Hungry=Accidental Mess-maker,  Hungry+Smart=Skillful Politician, or Smart +Humble=Lovable Slacker.  You want is someone that falls in the middle of the model.  This way they truly will have all three characteristics: humble, hungry, and smart.

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PXT Select ReportsWhat are the ways companies try to predict success in their hiring?  From an applicant’s resume they may learn: career history, job experience, technical knowledge, and potential references.  From the interview process, they hope to understand the applicant’s: thinking style, extent of technical skills, true job knowledge, problem solving skills, and typical behavior traits.  Following this, they hope for a good selection process to match the right candidate to the correct job.

What is the company had a better way of doing interviews that could insure a better selection process?  In a previous post, you learned that PXT Select assessment could be required by each candidate for the job position.  Once multiple candidate assessments are complete, management and human resources gain access to a range of reports that can used for the selection process, as well as other purposes after the hiring is complete.  Below is a list of the PXT Select reports and what is contained in each.

PXT Select Position and Single Candidate Reports

Report Name Results Summary or Definition Performance Model Interview Questions or Ideal Candidate


Comprehensive Selection


Candidate’s Results from the assessment compared to the Performance Model Range of scores typical for success in the position, with scale and job fit interpretations Series of personalized Questions based on the candidate’s fit to the Performance Model


Performance Model (for position) Definition of each of the styles and traits Range of scores typical for success in the position Statement describing the Ideal Candidate for this position will appear for each style and trait


 PXT Select Single Employee Reports

Report Name Definitions Feedback or Results


Individual’s Feedback Each of the styles, traits, and interests that were measured by the assessment will be defined


Personalized Feedback based on results and how they should be interpreted
Individual’s Graph Each of the styles, traits, and interests that were measured by the assessment will be defined after Results Results will be summarized on scales for Thinking Style, continua for Behavioral Traits, and a ranked-order list for Interests

PXT Select – Multiple Placement Comparison Reports

Report Name Performance Models Candidate Fit Comparison or %Fit


Multiple Positions

(1 Candidate to Many)

Range of scores typical for success in each position Candidate’s results from the assessment compared to the Performance Models


The candidate’s Overall Fit for each of the positions
Multiple Candidates

(Many to 1 Position)

Range of scores on each scale typical for success in the position Each candidate’s results from the assessment compared to the Performance Models


Candidates  results for each scale are placed together for easy Comparison

PXT Select – Misc. Management Reports

Report Name Results Feedback Definitions, Reflection, or Action



(1 to 1)

Assessment results are compared to the Performance Model, which show the range of score typical for success in the position


Feedback personalized for the individual based on the results and how they should be interpreted Thinking Style and Behavioral Traits will be Defined following the results summary

(1 to 1)

Manager’s assessment results are compared to the employee’s on 9 different scales Personalized feedback based on how manager‘s results compare to employee’s


Reflection includes quick review, questions to answer, and an action plan
Team Each team member’s assessment results placed together on 9 behavioral scales Feedback for each scale based on personal and team’s responses


Team averages and personalized tips for Action planning


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PXT Select Assessments

Did you know that companies report that 1 in 5 of their hires was a bad hire?   That means 20% of the people hired were not a good fit for the job where they were placed.  Another survey showed that just one bad hire in a position can cost a company $17K and another says for the 6-digit annual income level, a bad hire can lose a company as much as $250K.

Is there a better way to hire the right people for the position you have open?  According to a Fast Company article it primarily comes down to pre-hire assessments and proper onboarding.  So let us start to help you with hiring by introducing a new assessment tool called PXT Select by Wiley (the company that brought us DiSC and Five Behaviors of a Cohesive Team). Wiley assessment solutions empower organizations by providing them with actionable data about the people they employ now and in the future.

What is PXT Select? PXT Select™ is an online hiring assessment designed to help you select the best candidates for your organization.  It contains selection and employee assessment tools to help organizations make smarter hiring decisions.  Simply put, PXT Select can make selecting the right candidate for a job both simpler and smarter. Having the right people in the right jobs fosters a culture of happier, more engaged, and more productive employees.

PXT Select allows your organization to:

  • Fill in the gaps between a resume and interview with actionable objective data
  • Identify the most suitable candidates, streamlining an effective hiring process
  • Match candidates with jobs that fit their inherent capabilities
  • Identify opportunities to enhance performance and maximize an individual’s contribution to an organization
  • Produce several reports for management and HR use, powered by the latest in assessment technology

PXT Select will help your organization:

  • Dramatically streamline your hiring process
  • Minimize the risk of bad hires
  • Reduce turnover
  • Lower your hiring and training costs
  • Add objective, data-driven metrics to your hiring process
  • Drive noticeable improvements in your hiring results
  • Boost employee engagement

Get the most out of this hiring solution with the custom, interactive online learning platform that will provide you with fun, essential learning. If you want to experience PXT Select, you will need to contact an Authorized Partner who can help you fit the assessment power to your unique needs.

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Team ResultsWhen you can achieve accountability, it will make it much easier for the team to focus on collective results.  It may seem obvious that teams would be focused on its results. You might be thinking “What else would the team focused?” Remember, you are asking team members to put aside: their egos, personal career development, perceived job status, and individual recognition – in favor of the team’s goals.   That is the difference when we say collective results.

Patrick Lencioni says “A functional team must make the collective results of the group more important to each individual than individual members’ goals.”  Each group must identify its own measurable score card. You cannot monitor what you cannot measure.  The score card is vital in helping team members focus on the goal.

Your team members may be conflicted between their own personal goals and the team’s goals, but if they have real trust, work through healthy conflict, can show commitment to the team’s decisions, and if they are willing and able to hold one another accountable – they will be able to focus on the collective results of the team.  IT is the responsibility of the team leader to help the team members understand if they can focus on collective results, the individual results will come along.

If you found this blog post series on what a Cohesive Team is helpful and you are interested in learning more about this program, please contact us.  Peak Performance Solutions is an authorized partner and accredited facilitator for The Five Behaviors of a Cohesive Team.

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AccountabilityNow that we understand commitment, that brings us to the next behaviors of cohesive teams, accountability.  How do you help teams to become more accountable?

First, we want to define accountability as peer-to-peer accountability. We are not talking about personal accountability—I do what I say I’m going to do. That is taking personal responsibility for doing your job.  We are talking about holding one another accountable, and that can be difficult! It can be hard to tell a team member that you think they are not pulling their weight on a project or to question their approach/process for doing a task.   It is just easier to complain to co-workers or the team leader than to follow-up with other team member with team accountability as the goal.

Plus we realize most people do not like to give or get criticism!  Even criticism that is “positive” or made into a feedback sandwich can be hard to say or to hear.  So we suggest they offer constructive feedback (how and why for improvement) instead.  Feedback is a gift to help others grow and so is accountability.   If the team’s relationships are strong and team members are vulnerable then they feel able to provide open and honest feedback to each other and are able to hold each other accountable.

Part of the key to feedback is to understand where the other person is coming from, i.e. their personality of behavioral style.  This is part of the team’s communication that is built through assessments in The Five Behaviors of a Cohesive Team program.  An  interesting thing about providing feedback towards accountability is the more the team members demonstrates this action, the less likely they become in needing to do it as often.  With feedback, team members will develop a habit and a mindset towards being accountable.  This builds accountability for the team as a whole as well.

Next, we will look at why results are the final layer in The Five Behaviors of a Cohesive Team model.

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5b_commitThe conflict we discussed in earlier post often comes up in discussion of options and the decision making process for teams.  Without airing their opinions in passionate and open debate, team members will not buy in and commit to decisions, though they may feign agreement.  Healthy conflict sets the stage for commitment because people will have had the opportunity to share ideas, thoughts, and be heard.

Lots of team-building programs emphasis consensus in decision making.  Consensus is good as it builds commitment, but it is not always possible and certainly not a fast process.  It’s important to understand that commitment does not equal consensus…people can disagree but, having had healthy conflict, will have had the opportunity to share their opinions.  Cohesive teams understand that they must be able to commit even when the outcome is uncertain and not everyone initially agrees. With this understanding, all team members are more willing to commit to the team’s decisions.

Working through commitment requires not only the ability to make wise and discerning results focused decisions. It requires setting up front, team norms or standards of behavior. These norms can be set around “how we communicate”, meeting management, protocol for reaching out to team members that report to another leader and more. They will allow us to set a foundation for “how we do things around here”, eliminating conflict and confusion later on.

Next, we will look at why accountability is a layer in The Five Behaviors of a Cohesive Team model.


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