Once, we discussed TEAM ROLES and their impact on the performance of an individual employee and the entire team. In the conversation, we reminisced about a case from the company’s operations.

One of our clients asked for a 360-degree assessment of their staff. During negotiations, we found out that several departments had problems with a team role assignment, which affected not only the work of the offices but the entire company. The client wanted an independent assessment and recommendations on how to fix the situation. Promptly and effectively.

We suggested analyzing the role formations in the group instead of the 360-degree feedback, as this method was more appropriate on demand, was less time-consuming than the 360 evaluation, and fit into the client’s budget. After studying interpersonal relationships in the team and testing employees to determine their roles in the team, we were able to draw up a detailed profile of each participant. We compared the characteristics with the functional responsibilities and expectations of the employer and discovered an imbalance between the requirements for the position and what the specialists themselves claimed and could do. These explained the disbalance in relations within the team and a decrease in the effectiveness of both the individuals and the entire team.

At the end of the project, the client received recommendations on restoring a constructive working environment within the team. Our suggestions have been accepted and implemented. The company has adapted the approach to team-building to address “growing areas” and risks. The changes have improved the interaction and microclimate in the team, contributed to the retention of valuable employees, and increased work efficiency.

The concept of team building is to pinpoint individuals within a team who can excel in specific roles to maximize their impact. The goal is to ensure that all necessary roles for optimal team performance are filled.