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Teams are only as good as the people who comprise them. A team should utilize individual strengths, cooperate efficiently and effectively, and develop individual skill sets. The first step in being able to do any of these things is to create awareness of traits and skills, individually and across the team.
Organizations often use assessments for individual development, team building and bettering team dynamics. Assessments optimize team performance by helping each member gain more awareness of his or her skills and preferences, as well as those of other team members.
The use of Individual and Team Assessments allows leaders to more effectively and efficiently use unique skills to their fullest extent and assemble the right team for the right job, a crucial component for successful project completion. When the right team is in place, the shared learning curve for project members is shorter, an important advantage when staffing projects of shorter duration. Teams that employ this approach also report a higher level of personal and professional satisfaction with projects.
Assessments also can reveal what motivates each team member. Project leaders learn who is more interested in learning and developing as an individual. Team members benefit from the sharing of other assessments as well. They become part of a more effective team, flex their innate personality and have the opportunity to exercise leadership in their area of strength. Armed with greater insight into team member strengths, managers can be more effective mentors and coaches. Assessments might also indicate a particular affinity or interest, the knowledge of which can allow team members to more effectively collaborate. Additionally, it could highlight an area that a team might naturally overlook, thereby providing visibility to alternative perspectives.
To support a team or an individual's journey toward continuous improvement, the Lean Construction Institute has developed two assessment instruments for team and individuals. Please This is where the text ends in the document. Should there be more?
- from the Individual Assessment and Development chapter of Transforming Design and Construction - William R. (Bill) Seed, Executive Editor.