Oil and Gas Producer

“The feedback (from our Praxy workshop) has been amazing as the individuals working on the projects are engaged, focused, and gratified when the work has been completed.” - Manager

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Profile: The manager of this Land Contracts and Administration department is always looking for ways to invest in her team both professionally and personally. How does she do this well? She had used a number of different assessment tools and team-building exercises with varying degrees of success. What was going to be different with the StrengthsFinder tool administered by Praxy? How was this process going to help her confront her current challenges and move the team forward in a positive direction?

Challenges:

  • Struggling with certain team members’ performance
  • Questions of how to manage each employee to bring out their best and increase their performance
  • Searching for an assessment tool that will be a long-term investment, lasting beyond the initial workshop

Solutions:

  • Profile each employee with the Gallup Strengthsfinder tool, and increase their awareness of what makes them ‘tick’ and how to best apply themselves.
  • Serve as an outsider observer with the ability to identify what is working well amongst the team and what the potential blind spots are.
  • Have discussions with the manager and each employee about their strengths and how best to use them to enhance team success.
  • End with a detailed debrief with the manager about each employee and strategies to manage them on an ongoing basis.

Results:

  • The manager was given the tools to work through conflict with a disgruntled employee and came to a common understanding to help her succeed in her position.
  • The manager has begun factoring individual strengths into the assigning of projects.
  • Employees are more engaged, focused, and gratified. Projects are being done with a higher standard and more efficiently.
  • The manager has a better understanding of each team member which has resulted in easier day-to-day managing.
  • Some team members had their spouses complete the assessment as well, leading to benefits at work and home.
  • Gallup research has shown that employees who are engaged with their strengths are 12% more productive.

“The StrengthsFinder session affected my team in a more positive way than I ever expected” - Manager

“One of the signs of a great manger is the ability to describe, in detail, the unique talents of each of his or her people – what drives each one, how each one thinks, how each builds relationships. In a sense, great managers are akin to great novelists. Each of the ‘characters’ they manage is vivid and distinct. Each has his own features and foibles. And their goal, with every employee, is to help each individual ‘character’ play out his unique role to the fullest.” First - Break all the Rules: What the World’s Greatest Managers Do Differently

Charitable Organization

“I highly recommend this experience to any individual, group or company that would like to have greater self-awareness, create a better team dynamic, or simply help increase efficiency and productivity. It is nearly impossible to put a dollar amount on the value this experience has had on all of us!” - CEO

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Profile:
Live Different is a large non-profit that exists to help young Canadians understand their life purpose so that they can make a difference in the world. They do this through school assemblies, international humanitarian trips, and gap year programs focusing on leadership and global issues.

One of the greatest challenges for Live Different is managing and working with a staff that is spread out in four different countries.

Challenges:

  • A non-localized staff that needs to know how best to work together despite the distances
  • New staff member in a senior position – how to facilitate positive integration with the rest of the team
  • Having a hard time moving forward on certain decisions - information paralysis taking place
  • Making decisions regarding key long-term staff

Solutions:

  • Attend a week-long staff retreat in Mexico to provide team development and individual coaching.
  • Walk alongside staff throughout the week with scheduled, intentional one-one-one coaching time with each staff member.
  • Present an awareness of each team member’s strengths to the group and how to best work with that individual and maximize their talents.
  • Review managers’ profiles with team members so that they understand and appreciate their managers.

Results:

  • Managers were given a greater awareness of their staff’s operating styles and the ability to put them in the ‘right seat on the bus.’
  • The team was shown why they were having information paralysis and were helped to choose a way forward.
  • Detailed feedback was provided to the CEO on the fit and function of each team member.
  • More fluid working relationships were developed to span the geographical distances that are a reality within the organization.

“I believe your contribution to better the team will have a huge ripple effect in the lives of the staff.” – Board Member

Investment Group

“We would all highly recommend (Praxy) and found the exercise has improved our ability to function at a high level as a team.”  - Portfolio Manager, Vice-President

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Profile:
Ultimately, every team is judged by their performance. Measurement is not always straightforward in every industry, but in a bottom-line industry like banking, performance is measured daily. Praxy worked with a team within the investment area of a major bank. This team was getting the job done, but there was an underlying sense that they could be working at a higher level. What was stopping them from maximizing their potential?

Challenges:

  • A team member who is quite difficult for the rest of the staff to work with – great with sales but poor with execution
  • How to help this team member own their strengths and allow the rest of the team to do their best work
  • Taking team productivity from good to great

Solutions:

  • Hold a couple of key workshops over a period of time to assess and address the dynamics within the group.
  • Hold the first workshop to introduce StrengthsFinder and individual profiles, conduct personalized one-on-one sessions with each team member, and discuss inter-team dynamics.
  • Leave team members with tools and assignments to work on in preparation for the second workshop.
  • Hold the second workshop to bring the team together and identify where some bottlenecks are coming from.
  • Brainstorm strategies and methods that would help the team move forward in a positive direction.

Results:

  • Some key players acknowledged that they are a bottleneck in the team’s operation.
  • The team is now equipped with a common vocabulary which will allow them to address these issues as they surface in the future.
  • StrengthsFinder-based tools and vocabulary were provided to enable to the team to maximize efficiency and productivity.
  • Gallup studies show teams who receive strengths feedback have 8.9% greater profitability.
  • People who learn to use their strengths every day have 7.8% greater productivity.

So what makes a Great Team?

Great teams don't just happen, they are built as people with various strengths join together. It is how each person thinks about his or her contribution within the context of the others on the team and how each person combines his or her strengths with the complementary strengths of others to tackle challenges together.

Here are some secrets about the most engaged and productive teams: 

  1. They share a mission and purpose
  2. Everyone on the team understands and appreciates that he or she is great at some things and not very good at others.
  3. Team members are aware of how each person is inclined to think, act, and feel.