Team Dimensions Profile 2.

Nicholas Hoell
Monday, October 17, 2011

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Table of Contents
Team Dimensions Profile 2.0

SECTION I: Introduction to the Team Roles

Page 3 Introduction: Provides a broad look at the goals of this profile.

Page 4 Summary of the Team Roles: Gives you a brief overview of the team roles and
identifies your preferred role.
Page 5 Understanding Your Team Role: Helps you understand the relationship among the
different team roles and why you prefer the role you do.

SECTION II: Your Team Role

Page 6 Overview of Your Role: Provides a summary of your team role and what it means in
practical terms.
Pages 7-8 Your Strengths and Challenges: Page 7 describes your likely talents based on your
preferred team role. Page 8 explores some potential limitations associated with your
team role.
Pages 9-10 Working with Others: Helps you understand the relationships that you have with
each of the four team roles
Page 11 Your Flexibility: Illustrates those roles that are in your comfort zone and those roles
that will probably come less naturally to you.
Page 12 Stress at Work: Explores some of the different activities and tasks that might be
stressful for you at work.

SECTION III: The “Z” Process

Page 13 Introduction to the “Z” Process: Explores the sequence of stages that most team
projects follow.
Pages 14-17 The Stages of the “Z” Process: Provides suggestions for getting the most out of
each stage in the “Z” Process.

SECTION IV: Application & Reference

Page 18 Communication: Explores differences in communication styles and priorities.

Page 19 Meetings: Discusses different expectations and goals people have for meetings.
Page 20 Time Management: Explores how different people prefer to manage their time.
Page 21 Comparison of the Team Roles: Provides a summary of the Creator, Advancer,
Refiner, and Executor roles.

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Nicholas Hoell 2
Introduction Section I
Team Dimensions Profile 2.0

What do you do really well? What kind of projects energize you? You’ve probably realized by now
that most people are going to answer those questions differently than you do. And even though we
know that everyone has different talents and interests, we frequently ignore this simple fact of nature
when we work on a team. Instead, we tend to arbitrarily assign people to perform tasks that don’t take
advantage of their unique talents.

Too often, people don’t recognize the talents of their team members, and sometimes they don’t even
know their own talents. They may not value the differences that every person brings to the team, or
they may not appreciate the importance of efficient and respectful teamwork. To demystify the team
process, the Team Dimensions Profile explains how your team can identify each member’s talents
and place people in roles that allow them to really use those talents.

The Team Dimensions Profile identifies key roles that people perform in group settings. Each of the
roles below makes a unique contribution to a team.

Creator: generates ideas

Advancer: communicates ideas

Refiner: challenges ideas

Executor: implements ideas

Flexer: steps in to fill in the gaps

Although most people can stretch to perform each of the roles, these stretches are often stressful and
energy consuming if they last too long. The most effective teams consist of individuals who play to
their strengths and embrace their natural talents. The key is to remember that everyone has a
preferred role that can be tapped to help teams create their best solutions.

This profile describes your preferred role and explores its strengths and challenges. You will discover
what you do best in a team atmosphere, and you will gain valuable insight into your work habits. In
addition, you will learn about other team members’ contributions, the value that they bring to the
process, and how to work most effectively together.

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Nicholas Hoell 3
Summary of the Team Roles Section I
Team Dimensions Profile 2.0

The different team roles are summarized below. Your preferred role is indicated by the checkmark. As
you read the descriptions below imagine group members that might fit in each role.

Creator: People who generate new ideas and fresh concepts are Creators. They prefer
to live in the world of possibilities. Creators look for activities that are unstructured or
abstract, and they thrive on innovation and unique solutions.

Advancer: Those team members who communicate new ideas and carry them forward
are Advancers. They focus on the personal, interactive world of feelings and relationships.
Advancers manage the human component of any solution, and they enjoy whipping up
enthusiasm for a project.

Refiner: Individuals who analyze a solution for flaws or revise a project systematically are
Refiners. They focus on the objective, analytical world of facts or theories. Refiners use
logic and a systematic approach to redesign a solution, and they make sure that ideas are
sound before moving them to the next level.

Executor: People who deliver concrete results and seek successful implementations are
Executors. They tend to be realists. Executors make sure that important activities get
accomplished, and they pay attention to details and the bottom line.

Flexer: Those individuals who are a combination of the other four roles are Flexers. They
have an equal preference for most or all of the roles. Flexers can often adapt their styles
to fit the needs of the team, and they probably view issues from different perspectives.

Remember that no role is better or worse than any other. A balanced team will have all the roles
represented. The most effective teams have members who find the opportunities to do what they do
best and give others the room to use their talents.

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Nicholas Hoell 4
Understanding Your Team Role Section I
Team Dimensions Profile 2.0

What makes you a Creator? Like most people, your role is based on your natural tendencies to focus
your attention in certain directions rather than others. As described below, there are two dimensions
that we can use to measure how people focus their attention.
One dimension measures if you prefer to focus on Focus on
Possibilities or Realities. Like you, people who POSSIBILITIES
focus on Possibilities are more likely to
CREATOR
appreciate imaginative or abstract activities. They
enjoy having far-reaching discussions, hashing out
a project’s potential, or creating an innovative plan.
On the other hand, people who focus on Realities
are more likely to appreciate practical or
systematic activities. They prefer tackling
Flexer
structured projects, performing detail-oriented
work, and pursuing concrete results.

You can see that Creators have a strong focus on

Possibilities and Executors have a strong focus on
Realities. Your focus is shown by the dot on the
circle to the right. You are a Creator because of EXECUTOR
your strong focus on Possibilities. Focus on
REALITIES

Are all Creators the same? No. Another dimension helps add even more clarity to your preferred role.
This other dimension asks if you are naturally
more focused on Analysis or Interaction. You have
slight tendency to focus on Analysis, which
means that you probably look at the world from a
logical and questioning viewpoint. You may strive
for objectivity in your work and tend to be
INTERACTION

somewhat skeptical of new ideas. On the other

ANALYSIS

ADVANCER

hand, individuals who focus on Interaction are

Focus on
Focus on

REFINER

concerned with feelings and relationships. They

Flexer
pay close attention to personal communication and
tend to be receptive to new ideas.

Looking at the figure to the left, you can see that

Refiners have a strong focus on Analysis and
Advancers have a strong focus on Interaction.
Because of your slight focus on Analysis, you are
a Creator tending toward refinement.

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Nicholas Hoell 5
Overview Of Your Role Section II
Team Dimensions Profile 2.0

Creator
Tending Toward Refinement
Focus on
Each person naturally focuses his or her attention toward POSSIBILITIES
certain areas. First, some people emphasize Possibilities CREATOR
while others focus on Realities. Second, some people
emphasize Analysis while others focus more on

INTERACTION
Interaction. Your focus in these two areas influences the

ADVANCER
ANALYSIS
REFINER

Focus on
Focus on
team role that you most naturally prefer.
Flexer

Possibilities vs. Realities

Your preferred role is Creator because you have a strong
focus on Possibilities. Having this emphasis means that
you tend to be most interested in creative, abstract, or
unstructured activities. In other words, you want to talk EXECUTOR
about a project’s potential rather than its limitations. You Focus on
are unlikely to be as interested in Realities, which are REALITIES
practical, concrete, or systematic activities.

Because of your openness to possibilities, you often look beyond the obvious to come up with
innovative or unique solutions to vexing problems. Tradition or conventional wisdom usually does not
restrain you, and completely new ways to perform tasks or resolve key issues may come out of your
efforts. The wealth of potential solutions for any given problem probably excites rather than intimidates
you, and you thrive on creativity.

Like most Creators, you may tend to have an optimistic streak, especially about a project’s chances of
success. You may find that your sights are often set on a project’s potential, rather than on practical
concerns such as details or organization. The most appealing projects are probably those that allow
you to get absorbed in an artistic or imaginative world.

Analysis vs. Interaction

People who focus on Analysis tend to emphasize ideas, logic, and data. You tend to take this
perspective. A focus on Interaction means that the individual is more concerned with relationships,
personal expression, and instincts. This mindset is probably not as natural or comfortable for you.

Your preference for Analysis means that you lean toward refinement, and you may find that you share
many traits with Refiners. For example, you most likely use logic and reason to see concepts in a new
light. Your thought process may be considered highly philosophical, complex, or intellectual. In addition,
you probably catch logical flaws quickly, even if they are contained in your own proposals. Of course,
ideas usually excite you, especially if you can work with them in a very conceptual and objective way.
You may enjoy getting caught up in abstract and theoretical problem solving.

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Nicholas Hoell 6
Your Strengths Section II
Team Dimensions Profile 2.0

As a Creator, you probably think much like an inventor or scientist. By Focus on

POSSIBILITIES
pulling a seemingly infinite number of ideas out of thin air, you uncover
solutions that have never been explored. This strengthens the problem- CREATOR
solving process and often creates new options for the team. You are
likely to stay open to new Possibilities and respond well to fresh
concepts and challenging tasks. In fact, original ideas tend to be your
friends, and you may thrive when you have the freedom to explore
alternatives. As a consequence, you probably don’t need a lot of
structure to get started on a project and can work fairly well with broad,
undefined goals.

Like other Creators, you probably view brainstorming as a fun way to discover new options and
solutions. When you help others knock down their preconceptions and outdated assumptions, you may
help the team keep its options open. Reframing problems so you can analyze the issues from every
angle allows you to make sure that a potential breakthrough receives full consideration. As such, your
main contribution to the team process may be your tendency to create or propel innovative thinking. In
fact, many of the highlights of a brainstorming session are likely to come from you. Therefore, you can
help team members see the wealth of possibilities that they have in front of them.

Your preference for Analysis may help you to see the big picture or to formulate the master plan. Most
likely, you enjoy getting wrapped up in theoretical discussions and brainstorming. Abstract or complex
ideas most likely entertain rather than intimidate you. Like other Creators who lean towards Analysis,
you may be gifted at creating conceptual frameworks and models. These can help the team organize its
ideas and understand the relationship among different parts of the project. In essence, this helps fit the
pieces of a plan into the big picture. You may also have a knack for putting words and definition to
abstract and unclear ideas. Again, this helps people understand complex ideas in a practical way.

In summary, you may find that many of the following strengths come naturally for you:

Generating multiple new ideas

Thinking abstractly
Envisioning the big picture
Working independently and finding your own direction
Building conceptual models
Researching ideas
Exploring relationships and patterns among ideas
Blending theories and logic
Identifying underlying principles and trends
Succeeding even with broad, unclear goals

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Nicholas Hoell 7
Your Challenges Section II
Team Dimensions Profile 2.0

Although your interest in new ideas and possibilities is valuable to the Focus on
POSSIBILITIES
team, this natural curiosity may make you restless at times. You may
grow impatient or bored if new challenges or outlets for your creativity do CREATOR
not come quickly. You also may flit from one plan to the other, rather
than seeing a project through to its successful conclusion. You may have
more interest in coming up with a new idea than doing the detailed follow
through necessary to make it a reality. In essence, you may spend so
much time embracing the Possibilities and dwelling on theoretical issues
that you neglect to push for concrete results. The outcome of this focus
could be a wealth of great ideas that go nowhere.

You may find that you prefer the conceptual, abstract world of Possibilities to the more structured,
restricted world of Realities. As a result, your drive for creativity may lead to impractical solutions that
work well in theory, but fail to take real-world limitations and demands into account. And because you
like to keep your options open, you may be reluctant to commit to a specific course of action. You may
put things off until the last minute, causing trouble for yourself or others. Remember, even if rushing
toward a deadline is exhilarating for you, it can be highly stressful for others.

Like many other Creators, your interest in unstructured activities could cause you to be disorganized or
poorly prepared at times. You may find yourself devoting too much time on aspects of a project that are
fun, but not terribly practical. In addition, you may have trouble following through on plans in a
scheduled, organized way. Not only can this reduce your efficiency and productivity, but it can also
frustrate those around you. Those who prefer a more organized approach to work may read this lack of
structure as carelessness or disrespect for their priorities.

Because you also lean towards Analysis, you may tend to remove yourself from a situation so you can
become truly absorbed in conceptual problem solving. You may be inclined to do this analyzing alone,
away from distraction. As a consequence, however, you may get so absorbed in a theoretical, abstract
world that you are unaware of the people around you. People who do not work with you on a regular
basis may feel that you are a little distant or “hard to get to know.” Further, you may find that channels
of communication between you and your coworkers are not as open and clear as they could be. Your
peers may feel that they are in the dark when it comes to your ideas or progress.

In summary, you probably face challenges in some of the following areas:

Staying focused on routine work

Adhering to a strict schedule
Keeping track of details
Organizing
Doing things before the last minute
Following through on plans
Sticking to practical options
Providing a stable structure for yourself and others
Maintaining open communication with others

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Nicholas Hoell 8
Working with Others Section II
Team Dimensions Profile 2.0

Interpersonal differences are an obvious part of life. People come to the job with different priorities,
assumptions, and needs. And although these differences can complement each other beautifully, it is
probably easier to see all the problems and frustrations they cause. For instance, Creators like you
tend to prioritize new ideas, abstract-thinking, and creativity. You’ve probably recognized by now that
not everyone shares these ideals. This section is designed to help you understand how to work more
effectively with those around you, even when their priorities differ drastically from yours.

Working with Other Creators

You most likely enjoy the hunt for new ideas and innovative methods. So you probably appreciate
collaborating with individuals who embrace Possibilities, as you do. Your fellow Creators will be eager
to bounce ideas around with you. Most of them will enjoy the chance to join you in colorful and
challenging brainstorming. In particular, Creators who share your preference for Analysis will be
especially likely to work with you to formulate original, theoretical solutions. Together, you can probably
work through complex hypothetical issues that might confuse other people.

Naturally, whenever Creators are in the majority, the risk increases that Focus on
POSSIBILITIES
endless brainstorming will stall actual implementation. Creators like to keep
their options open and together they may become so energized about an CREATOR
idea’s possibilities that deadlines become optional and schedules are
forgotten. Practical concerns may take a back seat to idealistic, imaginative,
and exciting ideas. Although Creators should feel free to embrace their flair
for innovation at the beginning of the development process, they should be
aware that they will need to rein in their creativity at some point and begin to
close off some of their options.

Working with Executors

In contrast to your feelings about those who emphasize Possibilities, you may believe that people who
focus on Realities are, at times, close-minded or inflexible. You probably feel tension if you think that
these individuals are pressuring you to move forward too quickly. You are also likely to be frustrated if
you think that your creativity is undervalued. For this reason, you probably have occasional problems
with Executors, who may seem too concrete in their thinking or obsessed with immediate results rather
than long-term innovation. You might also view Executors as reluctant to take risks or embrace fresh
ideas, which are vital concepts to you. Further, some Executors may be so unaccustomed to
discussing abstract or theoretical topics that they have trouble following highly conceptual topics. In
such cases, they may simply gloss over some of your more theoretical points and wait for the
discussion to turn to more concrete issues.

You may need to recognize that your preference for unstructured activities or
ambiguous ideas may rub Executors the wrong way. In particular, tension
may arise if Executors feel that you are not concerned with making
structured progress toward a clear result. They may feel that you devise
solutions with little regard for practicality and don’t follow through on grand
EXECUTOR
ideas. You can allay the Executors’ fears on this issue by listening to their
Focus on opinions about practical concerns. Make sure that they know that you
REALITIES
understand their reservations. Offering your best ideas in a structured,
concrete way and respecting the Executors’ feedback improves the odds
that you will create an optimal solution.
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Nicholas Hoell 9
Working with Others Section II
Team Dimensions Profile 2.0

Working with Refiners

Your focus on Analysis can often help you to communicate well with those who appreciate logical and
clear conclusions, as Refiners do. Most likely, you recognize the value of the discerning analysis that
Refiners bring to the table. But because Refiners often base their opinions on objective analysis and
more concrete examination, you may become annoyed if they fixate too much on hard data that limit
your creativity. You may view such criticism as nit-picky obstacles to innovation and groundbreaking
solutions. In turn, Refiners may become frustrated if they believe that you are more concerned with
theory and imagination than with quality and precision.

The Refiner’s negative feedback, however, could actually be to your

advantage. Because Refiners are more questioning, they may want to see the

ANALYSIS

REFINER
Focus on
details and develop the missing links in your more creative proposal. In this
way, Refiners can improve your solution and make it stronger. Be mindful that
their criticism is probably not intended to be an assault on your competence.
Rather, it reflects their strong commitment to accuracy. Therefore, consider
how you can encourage Refiners to help develop your ideas into their full
potential.

Working with Advancers

Working with Advancers means that a more personal approach may be required. Advancers prefer
interaction, so they are concerned more with relationships and emotions than with theories and
concepts. This means that energy and sincerity are often more powerful to Advancers than a dry
recitation of a plan’s benefits. The advantage of getting Advancers to support your plan is that they can
communicate your ideas and get others excited about them, making your solution more powerful.

However, you may become a little frustrated if Advancers don’t make their
INTERACTION
ADVANCER

decisions in a logical manner. That is, you may feel that they rely too much
Focus on

on their instincts when making a decision. In turn, Advancers may

experience your thought process as a little too theoretical or abstract at
times. They may have difficulty joining you in complex, conceptual
discussions and may appreciate more concrete, interactive brainstorming. At
such points, it may be helpful to support your logical solutions with an
optimistic sense of purpose.

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Nicholas Hoell 10
Your Flexibility Section II
Team Dimensions Profile 2.0

Every day we find ourselves in situations that require us to adapt into different roles or work with
someone who has different preferences. You may have noticed that some people find this easier than
others. Why? One reason is that some people have a stronger preference for their natural roles than
other people. For instance, even though all Creators focus on Possibilities, some Creators are
completely absorbed in that imaginative, abstract world while others just have slight tendency in that
direction. A very strong preference for a role can be a powerful advantage and make a person stand
out from the crowd. On the other hand, people who have a really strong role preference often have a
difficult time adapting to different roles. Further, they may have a more difficult time understanding
the preferences of people in other roles.

How strong is your preference for the Creator role? Based on your responses, your preference is
Very Strong. You can see this for yourself if you look at the circular map below. The farther away
your dot is from the center of the circle, the stronger your preference for your role.

Focus on
POSSIBILITIES
CREATOR

INTERACTION
ANALYSIS

ADVANCER

Focus on
Focus on

REFINER

Flexer

EXECUTOR

Focus on
REALITIES

Because your preference for the Creator role is very strong, you probably have less flexibility in
adapting to different roles compared to most people. On the other hand, people with a very strong
preference for a role are often quite exceptional at that role. Most likely, you will find it easy to
adopt roles in the shaded regions of the circle above. As you move farther away from these
shaded areas, you will probably find those roles less comfortable and enjoyable. And although you
might be quite competent at them, you may find that they cause you stress. As discussed on the next
page, if your primary job responsibilities are outside of these shaded areas, consider if this is, in fact,
a source of stress for you.

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Nicholas Hoell 11
 Stress at Work Section II
Team Dimensions Profile 2.0

We all know that the people we work with can drive us crazy at times, but we also experience stress
when our job duties include activities that don't come naturally to us. Even if someone is quite good at
a certain activity, they might find it draining. For instance, some people love to mingle at a company
event, others dread it. Some people find satisfaction in balancing a spreadsheet, and others find it
dull and tedious. As you will see below, many of your likes and dislikes can be explained by your
preference for the Creator role.

The shaded boxes around the circle below show your comfort zone: activities that are probably
natural and comfortable for you. On the opposite side of the circle, however, the unshaded boxes
describe activities that may be less natural for you. As mentioned earlier, you may be very good at
these activities, but you probably find that they are draining if you do them for any length of time.

Working with unclear goals

Developing non-traditional ideas
Working with little structure
Using unusual strategies

Developing and testing theories Performing publicly

Discussing abstract topics Doing things at the last minute
Solving conceptual problems Creating energy or excitement
Designing a big-picture vision CREATOR Acting on instinct

ADVANCER

Doing research Promoting new ideas

REFINER

Analyzing data Bringing groups together

Working alone Flexer Networking
Performing in-depth evaluations Mingling with strangers

Checking facts for accuracy Training others

Maintaining quality control
EXECUTOR Planning events
Working systematically Listening patiently
Following detailed procedures Comforting and supporting

Keeping track of critical details

Performing routine work
Sticking to a strict schedule
Organizing

Most people recognize that from time to time they will need to stretch beyond their comfort zone to
meet the needs of the situation. Few of us are rigidly bound to a narrow set of roles, but rather we
adapt depending on the environment and the people around us. As we begin to act in ways that are
further outside of our natural tendencies, however, these activities are likely to become more difficult
and emotionally taxing.

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Nicholas Hoell 12
 Introduction to the “Z” Process Section III
Team Dimensions Profile 2.0

Team projects usually travel through a series of stages. As you can see below, these stages often
move from Creating to Advancing to Refining to Executing. This sequence of stages is called the "Z"
process. It is important to understand where a project is in the "Z" process so that teams know where
to focus their energy and, maybe more important, where not to focus their energy. Most likely, you
tend to enjoy the Creating stage, as the activities in this stage probably come naturally to you.
Effective teamwork is knowing when to assert your natural tendencies and knowing when to let others
assert theirs.
Focus on
POSSIBILITIES

Creating
During this stage, new ideas are born. Team
members look at problems from perspectives
that are unusual and unique. Discussions
may be highly conceptual and focus on the
"big picture." The atmosphere is receptive,
open, and uncritical.

Advancing

INTERACTION
Refining
During this stage, new ideas
During this stage, new ideas
ANALYSIS

are given more structure and

are scrutinized to see if they
Focus on

broad strategies for

Focus on
are realistic. Things are
implementation are
analyzed in an orderly fashion
considered. Ideas are
to find flaws and avoid
communicated to the larger
problems down the road.
group. Efforts are made to
Detailed plans for
show everyone how the idea is
implementation are developed
valuable and clarify the role
and evaluated.
they might play in the project.

Executing
During this stage, ideas are put into action.
The team follows through on the plan to get
concrete results. The focus is on details and
progress is made through an orderly, well-
thought-out process.

Focus on
REALITIES

Note that projects do not always move forward in the "Z" process. Sometimes it is necessary for the
process to work backward, especially when ideas need to be reevaluated and reconceptualized.

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Nicholas Hoell 13
The Creating Stage Section III
Team Dimensions Profile 2.0

The primary goal of the Creating Stage is to generate as many new ideas as Possibilities
possible. This means seeing things from a new angle and perhaps breaking CREATING
some traditional rules. Although the team will need to evaluate the merit of

Interaction
new ideas toward the end of this stage, the Creating Stage should start with

Analysis
an open brainstorming in which no ideas are rejected as unrealistic or
impossible. Since you are a Creator, the opportunities for abstract and
innovative thinking in this stage will probably be very appealing to you.
Realities

Creating Ideas
Generating fresh ideas is both an art and a science. Setting expectations can be critical in this process,
because some people will naturally want to impose more structure and tradition than is ideal during this
stage.

When scheduling a meeting, call it a "Creation Meeting". This sets expectations that the structure
will be loose and the goals less defined. Consequently, there will be less likelihood of frustration
and confusion, particularly among those who prefer more structure.
Consider starting with the biggest picture possible. Restate the mission of the project and ask if that
mission is limited by unnecessary assumptions and traditions.
Create a "wish list" that gives people the freedom to brainstorm about project outcomes, goals, or
characteristics that might seem impractical or unrealistic on the surface.
Don't get bogged down in details too soon. Discussing the specifics of an idea can result in a
premature commitment to one direction for the project.
Avoid the temptation to move on before all of the group's options have been explored.

Sorting Through Ideas

Toward the end of this stage, teams begin to curb their creativity and consider practical issues. Settling
on the direction for the project usually means dropping some attractive, workable ideas.

Consider the scope of the project. Are there bold ideas that can be set aside and pursued once a
first phase of the project has been completed?
Ask if the team is ready to move forward. Sometimes spending more time on brainstorming up front
saves time later on. In other instances, it stagnates the group's productivity and takes a toll on
morale.

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Nicholas Hoell 14
The Advancing Stage Section III
Team Dimensions Profile 2.0

During the Advancing Stage, the team moves the idea forward and starts to Possibilities
give it some shape. They consider the practical issues and begin to put

Interaction
ADVANCING
together a broad plan to turn this idea into reality. Communication is also key

Analysis
in the Advancing Stage as the team attends to the "human" part of the project.
Team members need to know what's going on, what role they might play, and
why it's important, and they also need to maintain energy and optimism
around the idea. Consider how Advancers in the group can enhance Realities
communication and sell the merits of the project.

Defining the Project

After the brainstorming of the Creating Stage, the project needs some broad definition to move forward.
Furthermore, the team needs to look at the big picture and determine if new ideas are realistic and
worthwhile.

Determine the simplest way to describe the idea or project. Not only does this help clarify a
common vision for the project, it also helps team members quickly communicate the nature of the
project to those outside the group.
Compare the goal of the project with the overall mission of the group or organization. Are they
consistent?
Identify the different stages that the project will go through and estimate the resources that are
available during each of those stages. Are they sufficient?
Have some informal conversations with experts outside the creation group to discuss the idea in big
picture terms. Is the idea realistic and useful? Has it been done before? What risks do they see?

Communication
Communication is one of the chief goals of the Advancing Stage, particularly when the team is working
with a larger group. Everyone needs to understand the scope and limitations of their role. In addition,
the team should be very intentional in its efforts to generate optimism and energy around the idea.
Consider the following ideas that facilitate the Advancing Stage:

Organize an initial "Advancement Meeting" where people can ask questions and begin to feel a part
of the project as soon as possible. Take time to explain the big-picture goals of the project and how
it fits into the bigger mission of your group.
Brainstorm creative ways to get all members invested in the project. Have Advancers and Creators
sketch out clever and fun incentives that will help people care about the success of the plan.
Identify all the people who will be affected by the project. Consider whose initial approval and "buy-
in" will be valuable in the long-term.
Make sure that the people who need structure, particularly Executors, have as much concrete
information as possible. Create a system to communicate such things as schedules, formal role
descriptions, and progress updates.
Assign someone to be responsible for communicating changes in the plan and answering questions
that arise.

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Nicholas Hoell 15
The Refining Stage Section III
Team Dimensions Profile 2.0

During the Refining Stage, the team evaluates the idea to see what's realistic. Possibilities
Team members examine project ideas for holes or flaws. They scrutinize and

Analysis
analyze plans to determine if they will work in the real world. In addition,

REFINING

Interaction
during this stage the team puts together a more specific plan for
implementation. Among other things, this plan considers what could go
wrong, what could be more efficient, and how communication will flow.
Because you tend toward Analysis, the objectivity and skepticism needed in Realities
this stage will probably come very naturally to you.

Evaluation
Evaluation occurs as part of the Refining Stage. The team looks critically at new ideas and asks "What
could go wrong?", "Will this thing work?" and "Are we really ready to move forward?". Here are some
ideas to encourage the Refinement process.

Make sure to get feedback from people who were not on the creation team. These might be
members of the larger group, but it is also valuable to contact those outside the group or
organization, particularly customers and clients. Consider discussing some of the specifics with
experts in the field.
Set up "Refinement Meetings" that are specifically designed to find holes in the project plan.
Consider assigning people to play the role of "devil's advocate". Make sure that both Creators and
Refiners are present for this meeting.
Set up meetings to identify risks and general strategies for responding to mistakes, setbacks, or
miscalculations. Remember that the scope, budget, and timeline of your project are dependent on
each other. Changing one usually means revising the others.

Implementation Planning
Implementation planning maps out a detailed path to turn new ideas into a reality. This involves defining
tasks, assigning tasks, estimating resources, calculating budgets, and developing schedules. Following
are some ideas to keep in mind:

Take some time to separate out each project task. Specify which tasks are dependent on each
other and which can take place simultaneously. In addition, determine which tasks have fixed or
flexible deadlines.
Map out the resources you have available to you. A budget should include the money, time, and
opportunity cost of the project. Be specific when clarifying how much time and resources each task
will take.
When planning timelines and deadlines, it is usually advisable to put extra time into the schedule for
unforeseeable obstacles. Most of us tend to be a little optimistic when estimating the amount of time
that a task will take.
Have some Creators take a look at the implementation plan and ask if there are non-traditional
alternatives that haven't been considered. Could it be done faster, more efficiently, or with less
stress to the team?
Consider if pieces of the project can be handed off for execution while others are still being refined.
This will ensure that resources aren't sitting idle.

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Nicholas Hoell 16
The Executing Stage Section III
Team Dimensions Profile 2.0

During the Executing Stage, the team sets its plan into full swing. This stage Possibilities
requires considerable dedication, organization, and scheduling. Team
members need to have the patience to follow through on routine or repetitive

Interaction
Analysis
tasks. For Executors, this is often the most fulfilling stage as it allows them to
see a finished product. Other people, like many Creators, may be easily bored
if routine tasks are involved. Keep in mind that Creators often find it helpful to
partner with Executors, who have a knack for organization and details. EXECUTING

Realities

Beginning Implementation
Here are some systems and processes that can be set up ahead of time to ensure the plan's smooth
implementation.

Define milestones that mark the team's progress. Not only does this help keep the task on
schedule, it also helps maintain momentum and energy about the work.
Empower people, particularly Executors, to ask for clarification and direction if they need it. Appoint
someone, perhaps an Advancer, to be the project "help desk."
Create a system for quality control. Make sure your plan and timeline are flexible enough to react to
the demands of the real world.

Tracking Progress
For many long and intricate projects, tracking progress is crucial. Here are some suggestions to keep
this part of the Executing Stage running efficiently:

Schedule regular meetings where team members give reports on their progress.
Allow for last-minute refinement. Be willing to revert the project to an earlier stage for
redevelopment.
Design a process to assess changes and alternatives that arise as the project takes shape. Be
open to insights that were unforeseeable earlier in the project development.
Revisit your timelines on a regular basis. Pay particular attention to those parts of the project that
have a direct impact on other sections of the plan. If resources need to be redistributed, make sure
everyone on the team hears about the change and understands the reasons.

Closing the Project

Most teams look forward to finishing a project. However the project turns out, teams should consider
the following to ensure success in the future:

After the project is completed, create an archive. This invaluable step is often lost in the celebration
of a finished project. However, it frequently saves much time and frustration later. This archive
should contain records of decisions, communications among team members, and other important
documentation.
Recognize each person for the role he or she played. This might be a good time to pull in an
Advancer to help with this communication.

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Nicholas Hoell 17
Communication Section IV
Team Dimensions Profile 2.0

People have different priorities and preferences that affect how they communicate. By understanding
these differences, teams can drastically reduce misunderstandings and miscommunications.

As you can see below, each of the four roles tends to have a different style of communicating.
Flexers often have an ability to understand all of these perspectives, but may lean toward one or two.
Your preferred role as a Creator is discussed in the shaded area.

Focus on
POSSIBILITIES

Creators
Creators may get most
passionate and engaged in
imaginative and abstract
discussions. They often prefer
to live in the world of concepts
and may express ideas in a
way that others find vague or
ambiguous. Others may
consider their conversational
style scattered or quirky.
Creators may be easily bored
with discussions that are too
concrete and detailed.

Refiners Advancers
Advancers often pick up on the
Refiners are most attentive to
subtle feelings expressed in a
the facts and ideas in a

INTERACTION
conversation. At their best,
conversation, with less
they look beyond the facts and
ANALYSIS

attention to the feelings

see the real feelings behind
expressed. They may be wary

Focus on
Focus on

what someone is saying.

of how emotions cloud reason
Flexers Advancers may get frustrated
and may be skeptical of
with those who are not as
someone who is too
attentive to emotional needs.
enthusiastic about something.
They may feel that their
Others may feel threatened by
concerns are ignored or
their skepticism. They may feel
unvalued. Others, however,
that Refiners are judging their
may feel that Advancers are
ideas. Executors too sensitive or base their
Executors tend to have a decisions on intuition rather
communication style that is than logic.
practical and concrete. They
are likely to discuss topics that
are relevant to their personal
experience and may get bored
with theoretical discussions.
Executors may be frustrated
with those who do not express
their concerns in a way that is
clear and direct. Others may
feel that Executors are too
literal and concrete.

Focus on
REALITIES

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Nicholas Hoell 18
Meetings Section IV
Team Dimensions Profile 2.0

Group meetings can be source of frustration if people do not value the perspective of their team
members. Understanding how others approach meetings can help to reduce this tension.

As you can see below, each of the four roles has natural tendencies within a meeting. Flexers often
have an ability to understand all of these perspectives, but may lean toward one or two. Your team
role as a Creator is discussed in the shaded area.

Focus on
POSSIBILITIES

Creators
Creators tend to approach
meetings in an unstructured
way. They are usually open to
exploring all new ideas and not
closing off their options.
They're comfortable with
ambiguity and uncertainty.
Others may feel that they don't
set clear goals and that their
style lacks direction. Creators,
in turn, often feel that their
creativity is attacked or
dismissed.

Refiners Advancers
Advancers pay particular
Refiners assure that the
attention to the social
meeting leads to decisions that

INTERACTION
interaction within a meeting.
are logical and well-thought
They value cooperation and
ANALYSIS

out. They encourage the group

harmony. They may get
to think through all of the

Focus on
Focus on

frustrated when others make

implications of a plan or idea.
Flexers decisions without considering
Others may feel that Refiners
feelings. Others, in turn, may
are criticizing their ideas.
feel that Advancers focus too
Refiners, in turn, may be
much on relationships and not
frustrated with those who seem
enough on the task.
to make decisions based on
their emotions or "gut."
Executors
Executors tend to be very task
oriented in meetings. They like
to have clear goals and
direction. They prefer to get
"down to business." They may
feel that long theoretical
discussions are impractical or
unproductive. Others may feel
that Executors are not open to
new ideas and don't take time
to consider the "big picture".

Focus on
REALITIES

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Nicholas Hoell 19
Time Management Section IV
Team Dimensions Profile 2.0

People use time differently because they perceive time management differently. Understanding the
perspective of other team members is the first step toward addressing concerns and frustrations.

As you can see below, each of the four roles tends to have different priorities in time management.
Flexers often have an ability to understand all of these perspectives, but may lean toward one or two.
Your team role as a Creator is discussed in the shaded area.

Focus on
POSSIBILITIES

Creators
Creators often prefer to leave
their time unscheduled and
unstructured. They tend to
avoid planning and are open to
meeting demands as they
come up. They often get their
energy when rushing to meet a
deadline. Others may get
frustrated that Creators wait
until the "last minute" to get
things done and may want
more organized plans from
Creators.

Refiners Advancers
Advancers are willing to find
Refiners are often efficient time
time to build relationships. At
managers. At their best, they

INTERACTION
their best, they recognize the
are good at prioritizing and
value of spending time to
ANALYSIS

developing long-term plans.

strengthen communication
They are not bound to their

Focus on
Focus on

channels and coordinate team

schedules, but they frequently
Flexers efforts. They understand that
like having time tables. They
good teams are
are often inclined to work in
interdependent and freely
isolation and may find
share information and
unnecessary interruptions or
concerns. Others, however,
meetings to be a nuisance.
may feel that Advancers spend
Others may feel that Refiners
too much time socializing or
"work in a cave" and don't Executors discussing personal issues.
spend the time to Executors tend to be dutiful
communicate their progress. planners. They usually don't
mind doing work that is routine
and highly scheduled. They
dislike situations where they
need to rush to meet a
deadline. They may be
particularly frustrated when
other people put them in this
situation. Others may feel that
Executors are too rigid and
inflexible in their use of time.

Focus on
REALITIES

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Nicholas Hoell 20
Comparison of the Team Roles Section IV
Team Dimensions Profile 2.0

The table below summarizes the primary team roles and allows you to see their similarities and
differences. Flexers usually have an equal preference for each of these roles. Even though your
strongest preference is for the Creator role, you will probably find that you share many similarities
with Refiners. You have the least in common with Executors.

CREATOR ADVANCER REFINER EXECUTOR

Focus on Focus on Focus on Focus on
Possibilities Interaction Analysis Realities

Imaginative People-Focused Analytical Realistic

Descriptors

Abstract-thinking Extroverted Objective Detail-oriented

Unstructured Talkative Logical Structured
Basic

Artistic Outgoing Skeptical Organized

Unconventional Expressive Reflective Traditional

Generates multiple Moves an idea or Tests theories and Pays attention to

new ideas plan forward ideas for merit specifics and details
Envisions the big Gets people excited Develops systems to Assures quality of
Talents

picture about new solutions move projects final product

Finds Communicates forward Performs extensive
groundbreaking or information Catches errors that follow-through
unique solutions Enjoys selling or others have missed Maintains order and
Works comfortably promoting an idea Foresees surprises or organization
with a loose structure complications

Provide structure Provide objective Generate enthusiasm Take risks

Partners
Needs

Are practical skepticism Like networking Are imaginative

who

Attend to details Enjoy lengthy and Encourage Focus on the big

Are results-oriented complex analyses communication picture
Follow through Are methodical Enjoy selling an idea Think conceptually

Exploration Expression Accuracy Accomplishment

Motivations

Priorities

Creativity Connectedness Competency Completion

Originality Interaction Understanding Order
&

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Nicholas Hoell 21