Profiles Advantage
Partner Newsletter for March 2015
Jocelyn R. Pick

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The Making of a Super Team

The making of any great team requires painstaking member selection, focused individual and team development, capable and effective leadership, clear goal orientation and direction, and the total engagement of the owners, supporting staff, and a followership of faithful fans. Still, the perfect blend of talent and leadership needs more in order to be declared a “super team.” Think about the teams within your organization or company. What separates the good teams from great teams? The satisfactory teams from sensational ones? The successful teams from sustainable ones?

I have studied team performance for more than 20 years, and I have identified four characteristics that are typically present within superior teams. These super teams must be able to do the following:
  1. Fire on all cylinders
  2. Exhibit fluidity under fire
  3. Deliver their “first fruits” to the team
  4. Focus forward without apology
Fire on All Cylinders

Many would agree with the importance of having the right people on the bus and in the right seats. Many organizations spend valuable time and resources in selecting just the right people to join their organizations. Some develop performance models that represent top performance in a specific position, and use these models to isolate and replicate those barely noticeable differences in people that correspond to top performance. Leaders of super teams realize that talent selection is only part of the challenge. The same information used to identify superior performers can also be used to optimize peak performance post-hire. It can provide insight for job development and career coaching, and identify management strategies, environmental conditions, and job adaptations that will bring forth an individual’s or a team’s best skills, behaviors, and interests. After all, it does no good to have superior talent standing on the sidelines, under-valued and under-utilized. High-performance teams—much like high-performance engines—must fire on all cylinders. Every member of a team must feel capable, valuable, and deployable.

Fluidity Under Fire

Some of the most competent and capable teams have been encumbered by process and policy inhibitors that restrict and restrain their members from executing their best. Cumbersome hierarchies and rigid bureaucracies frequently prevent engaging collaboration between teams and render the members of a team powerless to respond to business demands. Leaders of super teams recognize the importance of empowering people who are committed to the goals of the organization, and capable of driving results toward the attainment of those goals. Under the pressure of organizational dynamics or environmental transition, super teams are fluid. They can act efficiently within an “open systems” management model, giving everyone the advantage of operating across the organization as needed to achieve a designated goal, rather than being limited to hierarchical management structures. In the football vernacular, they can effectively execute a pass play or a run, as needed. They are, in the HR/OD vernacular, proactively adaptive or fluid. Masterful succession planning has readied them to meet changing conditions and the requirements that accompany those conditions. The bench strength for a super team is ready to be deployed, and has not been lulled to sleep from years of sitting idly awaiting the opportunity to execute.

“First Fruits”

In ancient Greece, the term “first fruits” referred to the requirement on the part of Greek citizens to bring a portion of their agricultural offering to the governing body. This assured the continuance and sustainability of Athenian power by assuring the ongoing supply of money, food, and supplies for the upkeep of the temple complex. The key word in the expression is “first,” or “from the top,” meaning they would deliver the first and best of all they acquired to the ruling party. Along those same lines, similar principles and concepts have arisen out of that practice, adages such as “a house divided against itself cannot stand,” or “if you chase two rabbits, both will get away.” Implicit in these expressions is the concept of centrality of purpose and priority. Super teams realize their allegiance is to the team. When their allegiance is divided, they cannot and probably will not deliver their best to the team’s objective. In business, the term is more suitably referred to as goal alignment. Individuals are likely to commit their best or “first fruits” to the team when their values are aligned with the organization’s values, and when their goals are aligned with the organization’s goals.

Profiles Performance Indicator™

Profiles Performance Indicator™ (PPI) is a performance-based employee assessment solution that generates a report which will help you boost employees' morale and productivity.


This solution provides you with valuable insight into how an individual can be motivated and managed to operate at peak performance. The PPI also provides recommendations for improving employee performance. These recommendations can help you:

  • Respond to job-related stress, frustration, and conflict
  • Boost employee motivation
  • Conduct effective performance appraisals
  • Determine whether the employee is internally motivated, or will need external stimulation

Team Analysis Report

A powerful feature of the Profile Performance Indicator is the Team Analysis Report designed to help managers build new work teams, reduce team conflict, improve team communication, improve ability to anticipate problems, and provide more effective team leadership.

It helps evaluate overall team balance, strengths and weaknesses, and team members’ personality characteristics along 12 key factors: control, composure, social influence, analytical, patience, results orientation, precision, expressiveness, ambition, teamwork, positive expectancy, and quality of work.

Types & Uses of Profiles Performance Indicator Reports
  • Management Report - Useful to the manager. Provides the manager with insights that will help him lead, coach and motivate the employee.
  • Individual Report - Useful to the employee. Provides the employee with a guide for self-improvement and illustrates the employee's behavioral tendencies.
  • Graphic Summary - Useful for the manager to show the employee. Provides an illustration of the five categories measured.
  • Profiles Team Analysis - Used by the manager for team development. Helps managers form teams, anticipate problems and better lead teams.

Forward Focused without Apology

Super teams are generally focused on the future and what lies ahead of them. One cannot drive while looking in the rearview mirror.3 Few would argue about the importance of historical data, or the value of considering past successes and failures in plotting a course for the future. But once the vehicle is in drive and the “pedal is put to the metal,” a rearview focus almost always assures a deadly catastrophe. There is no doubt that super teams learn from past experiences. In fact, the lack of learning from past experience may be likened to insanity, the act of doing the same thing over and over again but expecting different results. Although super teams probably examine past experiences, they do so with a forward-focused perspective. You might say their “eyes are on the prize,” and they don’t apologize for minimizing the past in deference to the future.

Closing Thoughts

Not every team will excel. However, every team can put in place the makings of a super team. Every team can select members that represent excellence for their organization. Every team can work to ensure that all its members are contributing at peak levels of performance. Every team can encourage its members to give their “first fruit” to the team’s mission, vision, and direction, making the team’s goal a priority. Every team can refuse to dwell on past successes or failures, but make the next thought, the next action, the next goal, and the next victory all there is and all that matters.

Wishing you continued success,

Jocelyn Reyes-Pick
Managing Director
Leader's Guide.png The Leader’s Guide to Successful Team Building

Team building is essential to our survival as a species, as well as success in our business. Though it’s instinctual, team building doesn’t always come easily. Successful team building starts with a company’s mission, vision, and culture, and if everyone is not dedicated to the process, it can easily fall apart.

The Leader’s Guide to Successful Team Building is designed to illustrate the importance, hurdles, and best ways to achieve successful team building, by offering tips and the best (or worst) team building practices. Download now and read:
  • Aesop’s Fable: A Tale of Teamwork
  • 4 Reasons to Focus Your Team Building Around Team Players,
    Not Just High Achievers
  • How Team Assessments Turn Individuals into “Invaluables”
  • 8 Daily Tips to Build a Winning & Motivated Team
  • What NOT to Do When Team Building
  • The Secret of Successful Team Building

Learn how to start building a successful, effective and engaged team today by downloading The Leader’s Guide to Successful Team Building!
Photos from February Seminar-Workshop

Test and Measurement Design 101 (February 4 – 5, 2015)
This seminar-workshop provided the participants with the knowledge, abilities and skills that are needed to carry out an in-depth evaluation of educational and psychological tests and to be able to interpret test scores.

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Testimonials: “Superb training team! Kudos to Profiles Asia Pacific Inc. Facilitation is an expert with the topic and participants are
“Dr. Vida is a very good trainer. She was able to tap everyone's desire to learn more about psychometrics.”
“Now, I know that I should be more careful in making technical exam... I learned a lot. Thanks!”
Sales Optimizer Series: Building Relationships for Success in Sales (February 11, 2015)
In this workshop, the participants discovered that the business of business is making friends, and the business of all sales professionals is making friends and building relationships. Strategic friendships will make or break any business, no matter how big and no matter what kind of market.

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Testimonials: “The workshop utilized the experimental method w/c has allowed us to practice what we've learned on the spot.”
“The style and manners in which the module was presented is very creative and interesting”
“The trainer deserve the rating. She tackle and discussed everything to meet our needs”
April 14 – 15Lean Management
April 18 & 25 Personal Financial Management
April 21EQ Management in the Workplace
April 23 – 24Critical Thinking: Competency and Action
April 28 – 30Balanced Scorecard: A Strategic Management System
May 7Marketing In and Out of the Box
May 14 – 15Optimizing the HR Function Series: Behavioral Event Interviewing
May 19Competency Based Performance Management
May 20 – 21Presentation Survival School
June 4 – 5Change Management
June 9 – 10Train the Trainer Basics
June 16 – 17Strategic Management
June 23 – 24Personal Mastery
Contact Nos.
(02) 635.0016
(02) 637.8769

Profiles Asia Pacific
1602 OMM-Citra Bldg., 39 San Miguel Ave.,
Ortigas Center, Pasig City