Team Engagement
What for?
Team Engagement is a combination of two tools that aim to recruit, encourage, and align the efforts of your team, one of the most decisive pillars in the development of your project.
Recruitment Venn
Am I attracting and incentivising the right people?
The Recruitment Venn Model is a combination of incentives that seek to align the motivations of each new or existing member of your team.
Impact-driven projects have historically been led by people with good intentions, however, the reality crashes with the financial sustainability of the project due to the lack of financial, emotional and professional incentives to attract and retain talent.
How can my project attract and retain talent?
Emotional Incentive (EMOTIONAL). The incentives connected with the WHY, the purpose or impact of your project must be connected with the personal purpose of your team.
Financial Incentive (FINANCIAL). The incentives connected with the WHAT of your project. The earnings of your project must connect with the monetary expectation and skills offered by your team.
Professional Incentive (PROFESSIONAL). The incentives connected with the HOW. Your project level of innovation and relevance must connect with the professional expectations of your team.
INTERSECTIONS:
High Commitment, Low Performance: Members attracted by emotional and financial incentives.
Low Commitment, High Performance: Members attracted by financial and professional incentives.
Mid Commitment, Mid Performance: Members attracted by emotional and professional incentives.
HOW TO USE AND INTERPRET IT?
Step 1.
It can be used during your recruiting interviews or with your current team. The purpose is to explore the correct incentives.
Step 2.
Present your project: the WHY, WHAT AND HOW of your project.
Then ask the following questions:
EMOTIONAL INCENTIVES:
Why are you interested in the mission of this project?
Do you think this project fulfils any purpose in your life?
FINANCIAL INCENTIVES:
What is your salary or monetary expectation?
Do you think that shares in the project could be more interesting for you?
PROFESSIONAL INCENTIVES:
Do you think this project will provide you with new skills & professional development?
Do you think this project can be a bridge to new opportunities for your professional goals?
Step 3.
IDENTIFY
Present the results in the recruitment model, and analyze with your interviewee each of the responses.
Try to identify which of the incentives offered by your project are the most important to your interviewees.
Step 4.
CONNECT
Each incentive will have more or less relevance to your interviewee, so it is time to identify the intersections.
High Commitment, Low Performance.
Little Commitment, High Performance
Mid Commitment, Mid Performance.
STEP 5.
ALIGN
The goal is to align incentives, so if an incentive offered by your project does not satisfy your interviewee, you should explore new incentives that obtain the highest performance and commitment.
Example:
The problem: The exorbitant price of drinking water in the suburbs of Yaounde, Cameroon.
The solution: A ceramic purifier that reduces by 30% the cost of water.
Emotional Incentive: Saving thousands of children from preventable diseases.
Usually, this incentive is run by volunteers.
Financial Incentive: A successful business model with confirmed impact investors.
Usually, this incentive is attended by qualified professionals looking for employment opportunities.
Professional Incentive: Professional and innovative team providing water security for thousands of people.
Usually, this incentive is attended by experienced professionals looking for a professional challenge.
1. Leadership Self-Assessment. How can assess my leadership skills and capabilities?
2. Finding your purpose (Ikigai + Golden Circle). How can I find and link my purpose with the purpose of my project?
3. Social Innovation Matrix. How can explore problems and possible solutions?
4. Humanity Development Goals. How can we work with development more holistically?
5. Social Intervention Frame. What is the best intervention to solve a problem?
6. Social Contract. How can design and model a social innovation project?
7. The Social Innovation Canvas. How can design and model a social innovation project?
8. Impact Investor Matrix. How do the investors measure impact on projects?
9. Social Economy. How can I finance my project beyond traditional financing models?
10. Types of Funding. How can I find the best types of funding for my project?
11. Activist Journey. How can I build a movement to solve a social problem?
12. The Social Leader Storytelling. How can I build a powerful and meaningful message for my project?
13. Kite Customer Relationship Management CRM. How can I sell and raise funds for my project?
14. Team Values. How can I build trust among my stakeholder?
15. Recruitment Venn. How can I attract, keep and communicate with the best team for my project?
16. Productivity Board. How can I work more efficiently if I don´t have a clear work process?
17. OKRs. How can I work more efficiently if I already have work process?
18. Decision-Making. How can I discuss and make better decisions with my team
Social Style Matrix
How can I improve the communication of my team according to their personalities?
Social Style Matrix.
Psychologists David Merrill and Roger Reid created 30 years ago this useful model of four social styles to measure the level of Assertiveness and Responsiveness in 4 personalities styles: Analytical, conductive, expressive and friendly. Each has its unique language, thought processes, and approach to business, professional, and social communication.
1. Drivers. Drivers are action- and goal-oriented, strive for results, and react quickly. They are decisive, independent, impatient, practical and efficient. They usually use facts and data, speak and act quickly, point and make direct eye contact.
They rarely want to waste time on personal conversations or trivia and may be perceived by other styles as dominating, or harsh. They are comfortable in positions of power and control. In times of stress, drivers can become autocratic.
2. Analytical. Analysts care about being organized, having all the facts, and being careful before taking action. They must be precise, cautious, orderly, and methodical. They conform to operating procedures, organizational rules, and historical ways of doing things.
They generally have slower reaction times and operate more carefully than drivers. They are perceived as serious, hard-working, persistent, and demanding.
They are generally task-oriented, use facts and data, and tend to speak slowly. Others may see them as indecisive, critical, and moralistic. They are comfortable in positions where they can check facts and figures, and make sure they are right. In times of stress, analytics tend to avoid conflict.
3. Expressive. They enjoy participation, excitement, and interpersonal interaction. They are sociable, stimulating, intuitive, creative, enthusiastic, and good at engaging and motivating others. They are idea-oriented and routine, focused on the future, and have quick reaction times.
They must be accepted by others and tend to be spontaneous, outgoing, persuasive, energetic, and friendly. They focus on people rather than tasks. They generally use opinions and stories rather than facts and data.
They are often perceived by others as rowdy, impulsive, undisciplined, dramatic, manipulative, ambitious, selfish, and overly reactive. In stressful conditions, expressive tend to resort to personal attack.
4. Friendly. They need cooperation, personal security, and acceptance. They are uncomfortable and will avoid conflict at all costs. They value personal relationships, helping others, and being appreciated.
They know how to listen to others. They sacrifice their desires to win the approval of others. They prefer to work with other people in a team effort, rather than individually, they have an unhurried reaction and decision times. They are not concerned with making changes.
They are generally friendly, supportive, respectful, willing, trustworthy, and personable. They are also people-oriented. They avoid conflict at all costs.
They focus on opinions rather than facts and data. Other styles are perceived as compliant, insecure, flexible, dependent, and uncomfortable. The friend’s reaction to stress is to comply with others.
HOW DO WE USE IT?
Step 1.
Use the following questionnaire to evaluate the social styles of your potential or current team. You will have better results if others rate your observable behaviours.
Step 2.
Add the Assertiveness Score and divide by 15. Then add the Responsiveness Score and divide by 15 (Total Number of Ratings).
Assertiveness Ratings
The disposition with which a person outwardly shows emotions or feelings and develops relationships.
Quiet……………………………………………………………Talkative
1 2 3 4
Slow to decide…………………………………Fast to decide
1 2 3 4
Going along……………………………………….Taking charge
1 2 3 4
Supportive…………………………………………….Challenging
1 2 3 4
Compliant.…………………………………………………Dominant
1 2 3 4
Deliberate…………………………………………..Fast to decide
1 2 3 4
Asking questions……………………..Making statements
1 2 3 4
Cooperative………………………………………….Competitive
1 2 3 4
Avoiding risks……………………………………… Taking risks
1 2 3 4
Slow-studied……………………………………………Fast-paced
1 2 3 4
Cautious………………………………………………………Carefree
1 2 3 4
Indulgent……………………………………………………………Firm
1 2 3 4
Nonassertive………………………………………………Assertive
1 2 3 4
Mellow………………………..……………………Matter-of-fact
1 2 3 4
Reserved……………………………………………………..Outgoing
1 2 3 4
Responsiveness Ratings
The degree to which a person tries to control situations or the thoughts and actions of others.
Open……………………………………………………………….Closed
4 3 2 1
Impulsive…………………………………………………..Deliberate
4 3 2 1
Using opinions……………………………………..Using facts
4 3 2 1
Informal ………………………………………………………… Formal
4 3 2 1
Emotional……………………………………………..Unemotional
4 3 2 1
Easy to know…………………………………….Hard to know
4 3 2 1
Warm………………………………………………………………….Cool
4 3 2 1
Excitable……………………………………………………………Calm
4 3 2 1
Animated……………………………………………….Poker faced
4 3 2 1
People oriented………………………………..Tasks oriented
4 3 2 1
Spontaneous………………………………………………..Cautious
4 3 2 1
Responsive…………………………………………Unresponsive
4 3 2 1
Humorous…………………………………………………….Serious
4 3 2 1
Impulsive ……………………………………………….Methodical
4 3 2 1
Lighthearted………………………………………………….Intense
4 3 2 1
Step 3. Determine the style.
Less than 2.5 Assertive + Less than 2.5 Responsive = Analytical (Controlled question)
Less than 2.5 Assertive + More than 2.5 Responsive = Friendly (Emotional question)
More than 2.5 Assertive + less than 2.5 Receptive = Driver (Controlled information)
More than 2.5 Assertive + more than 2.5 Receptive = Expressive (Emotional Narration)
Do you fit or identify members of your team, or yourself, in more than one?
Most people’s first reaction after reading the four profiles is to say that they fit into more than one category, and this is correct. However, they all have a dominant style.
Generally, social leaders are expressive, and they find it more difficult to relate and communicate with analytics. Leading a team tests the balance of communicating and working with all styles in a common goal.
The synergies exist when the styles are openly discussed as a team, to analyse how they can build better forms of communication and action, and above all, how they can manage the conflicts generated by a constant work dynamic.
ANALYTICAL Thought.
Organise and logically analyse the data.
Characteristics: Serious, reflect and question. May appear indecisive and persistent. Known for increased attention to detail.
When in conflict: You can resort to complaints, sarcastic and negative comments
The solution to help: Focus on the facts. Just accept them, listen carefully.
Basic need: Be right
DRIVER. Sensory.
Quick reactions to sensory information in the here and now.
Features: Task-oriented. Usually prefers clearly defined goals. Perceived as risk-takers, committed and determined. Efficiently use time, energy, and other resources.
Conflicted: Tends to be seen as aggressive, offensive, or abrupt.
The solution to help: Be assertive and firm, have a solution to the problem, listen.
Basic need: To be in control.
FRIENDLY Sentiment.
Emotional and personal reactions to experiences.
Characteristics: Loyal, personable and patient. Uncomfortable with risk. Typically non-confrontational. You don’t like pressure. Enjoy the company of others.
Conflicting: Likely to be passive. Perceived as lacking in conviction. Use avoidance to reduce conflict.
The solution to help: Reassure and support. Confirm commitment.
Basic Need: Security
EXPRESSIVE Intuitive.
Imagination and thought.
Characteristics: People-oriented. More comfortable when you are the centre of attention. Typically positive, emotional, communicative, enthusiastic, and can be dramatic.
In conflict: Tends to be unpredictable, and emotional.
The solution to help: Allow time to regain composure. Make questions. Get them involved in solving the problem.
Basic Need: Recognition
1. Leadership Self-Assessment. How can assess my leadership skills and capabilities?
2. Finding your purpose (Ikigai + Golden Circle). How can I find and link my purpose with the purpose of my project?
3. Social Innovation Matrix. How can explore problems and possible solutions?
4. Humanity Development Goals. How can we work with development more holistically?
5. Social Intervention Frame. What is the best intervention to solve a problem?
6. Social Contract. How can design and model a social innovation project?
7. The Social Innovation Canvas. How can design and model a social innovation project?
8. Impact Investor Matrix. How do the investors measure impact on projects?
9. Social Economy. How can I finance my project beyond traditional financing models?
10. Types of Funding. How can I find the best types of funding for my project?
11. Activist Journey. How can I build a movement to solve a social problem?
12. The Social Leader Storytelling. How can I build a powerful and meaningful message for my project?
13. Kite Customer Relationship Management CRM. How can I sell and raise funds for my project?
14. Team Values. How can I build trust among my stakeholder?
15. Recruitment Venn. How can I attract, keep and communicate with the best team for my project?
16. Productivity Board. How can I work more efficiently if I don´t have a clear work process?
17. OKRs. How can I work more efficiently if I already have work process?
18. Decision-Making. How can I discuss and make better decisions with my team
Social Innovation Box
10 years of REAL field experience in more than 20 countries across 4 continents, compacted in a powerful tool-box with practical and easy to use tools. Click the box.
We are a multi-awarded NGO based in Vienna, Austria and Berlin, Germany, specialised in designing purpose-driven education and consulting.
FAQ
Do you want to become a Certified Consultant?
You can become a certified consultant in the use, facilitation and application of the Social Innovation Box.
This will allow you to offer high quality consulting, training and workshops for:
NGOs, Socially Responsible Companies, Entrepreneurs, Startups, Government, Activists, Educational Institutions, etc.
Backed and certified by The Global School for Social Leaders.
Payment methods?
You can pay through Paypal or Bank Transfer. CLICK HERE.
Who can use it?
Social Innovation Box is an effort to facilitate learning and collaboration with the use of easy-to-use tools, it doesn´t requires previous experience in order to apply methods, tools, practices and intelligence:
Amateurs and Experienced.
1. Coaches and Consultants,
2. NGOs
3. Socially Responsible Entrepreneurs and Companies,
4. Startups,
5. Activists,
6. Researchers and / or Educational Institutions,
7. Government,
You can explore it on your own (1 person) or with your team or students (recommended up to 20 people at the same time).
Is shipping included?
Within Europe: €20 euros
Extra fees may apply for outside Europe.
Estimated Time of Arrival?
From July 25th. 2020
Once you pay, you will receive a confirmation email where you will be asked to fill in a form, your responses helps us to correctly confirm your shipping address, and to improve your experience and entry into the community.
Between 5 to 10 days within the European Union.
Between 15 to 30 days to the rest of the world (Due to delays caused by COVID-19).
Do you offer a discount?
Sure! Get an extra discount of – € 10 euros per box, if your minimum order is 10 boxes.
Can we order more than 20?
Our production capacity is 10 to 15 boxes per day.
If your order exceeds 15 boxes, the waiting time for delivery increases 2 days for every 15 extra boxes.
If your order exceeds 10 boxes, you will get a discount of – € 10 euros per box.
Dimensions and Weight?
Dimensions: 33 x 24 x 4.4 cm
Weight: Approx. 2 kgs.
Can I become a distributor?
Sure! If you have access to a large market with a distribution already built, we can grant you distribution rights at a preferential cost.
Contact us on: hello@theglobal.school
Leaders in the field back the social innovation box up
Years of Research & Development
Countries where it has been applied
The best is the connnection
The best of this experience is not only to be around the coaches and mentors but the entrepreneurs who are here sharing their dreams.
Enlightening
The experience has been very enlightening and inspirational, recommended for those who are willing to challenge the status quo
Remarkable
Thanks for all the tools, but above all for the remarkable change-makers who I can call now my friends
Well prepared
Inspiring presentations, well prepared, insightful, interactive and easy to work with.
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