Team Orientation
The TVS model is composed by 5 drivers and 4 outcomes which are organized around 2 axis as shown below. The vertical axis goes from STRATEGY to RESULTS, while the horizontal axis goes from PEOPLE to ORGANIZATION. Each of the four outcomes is placed on the ends of each axis, while the drivers are in a way the intersection of those axis, with Trust in the middle.
In this section of the TVS report we are looking at the teams style as defined by where the team’s focus is on each of the two axis. On the graph below a “negative” percentage score only signifies that the team preference is towards the left and a “positive” percentage score only means that their preference is toward the right side. So a positive score is not “better” or more desirable than a positive score, it’s just a graphic representation.
You might be familiar with this concept which was first introduced on LVS reports.
Where does the team lean towards, more toward Organization or Strategy? Is the team more interested in the long term and the vision or the short term and getting things done?
Is the team more focused on the People side of things or more on the systems and Organization side?
Putting the two axis together we can plot the team’s style on a radar graph as seen below. And in order to explain the 4 different styles we created metaphors.
Flashlight team (Strategy & Organization)
Map team (Strategy & People)
First aid kit team (Operations & People)
Hiking boots team (Operations & Organization)
Quadrant 1 - Flashlight team
Imagine you are on an expedition, a "flashlight team" would be looking for new opportunities, discovering what wasn't already known, and adapting to a changing environment (but they might not be bringing everyone together in the plan).
Teams that are more towards Strategy like to have a very clear idea of the team’s long-term goal and the plan to get there. These teams work to ensure that the team efforts will be directed towards meaningful outcomes.
On the Organization side, teams tend to streamline processes and build systems. Ideally they do so considering what works for their industry/sector/organization, and identifying the logical ways to organize the workflows for systemic implementation.
An example of a ""flashlight team"" would be consultants designing a restructuring plan, or innovation group planning the entry into a new market -- they would be good at forward thinking, open minded, brainstorming new ideas.
It can be hard for a team like this to move into action, especially when rushed or when the vision is not clear. They can feel lost and get stuck. Working with other teams or with colleagues can be a challenge at times, especially when there is weak alignment on the “why” and on the “how.”Quadrant 2 - Map team
Imagine you are on an expedition, a "map team" would be energizing people with ideas, and seeking out the important landmarks and why you are on the journey (but they might struggle with the practicality of setting up camp).
Teams that are more towards Strategy like to have a very clear idea of the team’s long-term goal and the plan to get there. These teams work to ensure that the team efforts will be directed towards meaningful outcomes.
On the People side, teams tend to prioritize individual needs and wants. Ideally they do so considering the important goals and personal values to optimize the experience for the people in the room. For these teams, people are what creates value.
An example of a ""map team"" would be a small startup designing a long term plan to engage people, or brand evangelists speaking at conferences about the value of this organization's unique contribution.
It might be hard for them to translate their enthusiasm into practical actions. They can be overly idealistic or independent, especially when there is not a strong organizational structure or resources for implementation.Quadrant 3 - First aid kit team
Imagine you are on an expedition, a "first aid kit team" would be caring about people & how they work together, and focusing on short term practicalities (but they might resist exploring new territories).
Teams that are more toward Operations care about working together effectively to accomplish the concrete and urgent priorities.
These teams focus on the daily tasks to meet short term objectives and won't quit until all the items are checked off.
On the People side, teams tend to prioritize individual needs and wants. Ideally they do so considering the important goals and personal values to optimize the experience for the people in the room. For these teams, people are what creates value.
An example of a ""first aid kit team"" would be an HR group taking care of people and coaching them for collaboration, or a committee protecting the current culture and the company values.
It might be hard for them to open up to new ideas, or not willing put the long term systemic goal ahead of individuals. They can be overly cautious or worried about getting total alignment, especially when there is not a strong strategy and clear priorities.Quadrant 4 - Hiking boots team
Imagine you are on an expedition, a "hiking boots team" would be moving into action, creating efficient systems to get things done, and preparing for all-weather conditions (but they might have a hard time energizing all the people).
Teams that are more toward Operations care about working together effectively to accomplish the concrete and urgent priorities.
These teams focus on the daily tasks to meet short term objectives and won't quit until all the items are checked off.
On the Organization side, teams tend to streamline processes and build systems. Ideally they do so considering what works for their industry/sector/organization, and identifying the logical ways to organize the workflows for systemic implementation.
An example of a ""hiking boots team"" would be a group assembled for a product launch, or rapid response task force for managing crisis -- they would be good at a reliable, urgent, operations.
They might have trouble with keeping people engaged and maintaining alignment. They can be overly task oriented and forget about the ""why,"" especially when there is not a strong vision or a focus on individuals.
A few questions to further explore how the team’s style is impacting their vitality and performance:
What are some challenges that your team has been recently facing?
How could this style help you?
What about this style can be an obstacle?
What quadrant would be the most useful place to be right now?
How can you flex in that direction?