This estimate uses only your answers about how your team behaves. Your working preferences do not affect it. Other team members may experience the team differently.
Improve how you work with your team
Choose a situation you recognize and try one small change yourself. Use work already planned, and keep the change only if it helps.
These suggestions also use your CoDynamics.
Put a brief pause before a fast decision
In your view of the team: If a decision will change current work and its later consequences have not come up, a brief check can catch a tradeoff while there is still time to act on it.
Try this: For your next important recommendation, add one longer-term consequence to the conversation or note already being used. Ask whether it changes the choice.
Look for: The decision includes an explicit choice about a longer-term consequence before work changes direction.
Try this practice: Put a brief pause before a fast decision
Your action plan
Set a review date
Copy this plan into your notes to keep it.
Communicating
Turn a conversation into a usable handoff
Potential tension
You describe the team’s Communicating style as Ordered; you prefer Informal. If a useful conversation changes someone’s work but the outcome never reaches them, a short recap can connect your conversational approach with the team’s usual channel.
Try this: After your next useful conversation that changes a commitment, add the changed next step to the team’s agreed channel. Tag the affected person and ask if they need anything else.
Look for: The affected person can explain what changed and what they will do next.
Try this practice: Turn a conversation into a usable handoff
Your action plan
Set a review date
Copy this plan into your notes to keep it.
Processing
Use the evidence already at hand
Natural fit
You describe the team’s Processing style as Logical; you prefer Logical. If two options are being discussed and relevant evidence is already available, the team’s analytical approach can help make the choice concrete.
Try this: In your next recommendation, compare the two options using one piece of evidence already available. Say what it supports and what it does not tell you.
Look for: The discussion identifies a specific reason to prefer an option, or a specific question still unanswered.
Try this practice: Use the evidence already at hand
Your action plan
Set a review date
Copy this plan into your notes to keep it.
Deciding
Surface the concern before the call
Natural fit
You describe the team’s Deciding style as Authoritative; you prefer Authoritative. If a decision is moving quickly and there has been little chance to question it, a brief invitation can surface information before the call.
Try this: Before your next important recommendation, ask a teammate what might make it fail. Bring any material concern to the decision owner while it can still influence the call.
Look for: A relevant concern is considered before the call, and the contributor hears how it was handled.
Try this practice: Surface the concern before the call
Your action plan
Set a review date
Copy this plan into your notes to keep it.
Executing
Plan the part where a surprise would hurt
Potential tension
You describe the team’s Executing style as Spontaneous; you prefer Deliberate. If an otherwise flexible project contains a deadline or dependency you cannot easily move, a small plan for that part can make your preference useful.
Try this: For your next project, identify one dependency where a surprise would be costly. Propose an owner and handoff date for that part; leave the other steps flexible.
Look for: The critical handoff has an agreed owner and date while the rest of the approach can still adapt.
Try this practice: Plan the part where a surprise would hurt
Your action plan
Set a review date
Copy this plan into your notes to keep it.
TeamDynamics Solo
See your team more clearly. Find your next step.
Complete one assessment to get TeamDynamics from your perspective and private CoDynamics. Explore both online and download a PDF of each. No teammate invitations needed.
