We are here to help clients solve the most difficult problems. We live in this space and equipped for it.
Teamwork is at the heart of what we do and this is built on fast, reliable lines of communication on complex tasks.
A winning team is made of highly skilled and diverse individuals. Each has their part to play and we cannot win alone.
The venn diagram that you have seen in the Supplyant logo is based on our core values.
These three core value values have been the building blocks which had been right with us since the start, used to set the company up and a fundamental factor in our award-winning clients, success.
So, it's that important, it's actually our logo.
The logo was based around a guy called John Adair who was a business management experts in the 70s and his principal was based on three key aspects;
Task, team and individual.
His thesis was that these three areas were balanced to get the most effective output in leadership and management of your team.
The ideal state is a perfect balanced venn diagram with these three things working together.
There's a direct interaction between a team and task, an interaction between a task and individual and individual and team. There's also the relationship that is formed between all as a shared element, which is in the centre and the area of great results.
How do we maximize the opportunity for great results?
Balanced the perfect scenario of the three circles. We have to look at where it can go wrong to understand that principle of the theory.
Where can it going wrong?
If you were to look at our logo and you saw the three circles looking unbalanced, you'd think there's something pretty drastically up with the logo, and you’d be right.
What happens when inflated view in one area?
What that means is that is unacceptable or unrealistic. The task is too big, the deadline is too soon. Maybe the client is being relentless with the expectations of us as a company.
The problem with the inflation of one particular circle is it creates stress. There's a huge amount of pressure on the team it will probably cause things such as infighting and a massive discontent amongst the people having to work in those stressful situations caused by the task.
Individually there can be problems. It could be an inflated ego or maybe that person is turning up late to work. Maybe a few little white lies and not being wholly accurate with the truth.
That individual is causing the team a whole lot of pressure, but not only is it causing the team pressure, because the individual's not doing what they're supposed to be doing, the task isn't getting done.
A balanced view of the task, the team and the individual at all times makes sure that it's sustainable and enjoyable for everybody in the business and first and foremost is the task is getting done.
What do I do in difficult situations?
The first thing you need to do is stop what you're doing. Use this venn diagram and this thesis to identify the problem.
Sometimes you'll sit there and say, I don't know. I'm feeling something doesn't feel quite right, but I don't really know if I should say anything or not. The values of team tasks and individual are for you to ask the question, where’s this not working?
Once you've identified which of the circles is inflated you've got to get it under control so the diagram is balanced. Cut it back and reapportion, rebalance.
A simple, but powerful concept
The model is a simple concept. Use it and always have a think about it and use it as a trigger to start the process of managing yourself and the project more effectively to a successful outcome.