Big data for team leadership: these three factors matter

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Team leadership and team development often become much easier for managers with increasing professional experience. They can recall the outcome of previous situations and learn from them. Data for team leadership can harness the experiences of others and make them accessible to everyone.

Why your gut feeling is not enough 

Even team leaders and managers who gained a lot of experience find themselves in situations where they are uncertain about which decision to make. Nowadays, it is possible to use the pool of experience of different team leaders to find a way through tough decisions. After all, why should we make mistakes that others have already successfully avoided? 

It is important in personnel and team development, to have access to data-based decision-making principles to be able to act more effectively and make management decisions more easily, and, above all, more reliably. Whereas in the past, decisions about what action to take when things weren’t going well were made based on gut feelings, today (almost) everything can be analyzed and measured, so that HR departments and managers can uncover what’s wrong with a project ever better and faster thanks to IT-supported tools. 

Using data wisely

Drivers of poor teamwork and low team performance are often not easy to fathom. Especially when working remotely, it is increasingly difficult to assess the prevailing mood in the teams and how satisfied individual employees are with the collaboration. Many natural signals are lost, and the distance makes it difficult for managers to keep track of the teams. What is going on in the teams? As a result, performance can quickly deteriorate unnoticed.

Identifying challenges and needs

To give employees a voice and keep an eye on the challenges of collaboration, basic parameters of team performance can be measured. Through regular collaboration queries, employees are asked app-based questions that provide key insights into team effectiveness. Changes can be quickly perceived via a progress display. The results are presented in a simple and understandable way for managers.

Act evidence-based

An insight into team effectiveness helps in the assessment: What works well? Where does my team still need support? Special queries can be initiated to get to the root cause in addition to the problem. Because to master the challenge, it is crucial to know where the root of the problem lies. 

Each of the 16 effectiveness factors shows ten to 15 triggers – i.e. causal relationships – why an effectiveness factor is blocked or at least hindered. In essence, this results in around 200 triggers that can be related to 97 percent of all team challenges based on the current findings.  

Based on this and considering the team type and industry of the team, data-driven leadership impulses can be provided. From a database of more than 700 teams, the most likely success impulses that have already helped comparable teams are determined. In this way, managers know at all times not only what a team needs and what the causes are, but also what can be done to improve teamwork. 

Insights: These three factors matter

It is known from the scientific literature that interpersonal skills have a serious influence on teamwork. Trust, empathy, and the handling of conflicts are particularly crucial. We observe in our data: The higher the sensitivity, conflict, and trust factors are pronounced in the team, the higher the overall team performance.  These three factors can significantly predict average team effectiveness. This means that these three criteria, among others, can be used to very accurately assess whether a team is performing well or not. This is as simple as it is impressive. 

What are the effectiveness factors?

The key challenges of teams can be recorded via 16 factors. The degree to which the factors are expressed is measured by regular and scientifically based surveys of the employees using an app. 

The results of the team potential analysis support managers in identifying the causes of team problems (root cause analysis). On this basis, managers receive concrete recommendations for action that can be implemented quickly and easily in the team.

Analyze team composition and collaboration with MONDAY.ROCKS to facilitate leadership and develop teams through precise leadership suggestions and team actions. 

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