Find Out What Makes Each Other Tick & You Won’t Tick Each Other Off!

Ever worked with problem generators? Those workplace stalwarts who believe no one else can do the job like they can, serve the clients like they can? Those people that are entrenched in the way it was versus the way it needs to be moving forward?


I was reflecting on this while putting the finishing touches to an upcoming April Speaking Presentation on Engagement for TMS LIVE. It’s the 30th Anniversary of TMSoz, part of the global company TMS Worldwide here in Australia

TMS or Team Management Systems, have a range of tools that dramatically remove the mystery and enhance the individual and collective knowledge of ‘what makes people tick through identifying their preferred work preference style’ and removes some of the angst that arises in fast-paced change environments.

Simon Sinek was right when he spoke about Leaders creating safe workplaces in his Ted Talk of 2014. When people feel trusted and informed, they generally feel safe. This is further backed up in the February results of the Edelman Trust Survey of 2015 . Across 27 countries and 33,000 respondents, five key cluster practices that enhance such a feeling of trust were revealed:


1. Integrity

2. Engagement

3. Products and Services

4. Purpose

5. Operations


Importantly Trust is not the absence of systems and processes, but rather the effective communication thereof. A deeper understanding of the rationale behind change, builds individual responses to the Leaders ‘Call for Action’. An understanding of how another person processes information –  their unique learning style, fears and beliefs impact on the filter of exchange.

As Leaders and executives though, we are often tied to our own KPIs, required to execute on strategic and operational benchmarks with little emphasis in performance managing on the values alignment of current and future recruits. Historically emphasis has been on putting a person in a role to meet demand and the sense of urgency, when wisdom whispers, ‘Wait. Wait for the ‘right’ person, the one who’ll best fit this team’.

If you have the flexibility to wait and recruit on values, do so. Identify the organisational values, attribute behavioural expectations against them and review the functional aspects of the identified role. Map those against the Team Management Profile Tool to confirm where they best fit in the business.

It takes me back to a land not too, too far away…


I remember back in 2007 as a former national executive I completed the Team Management Profile and identified my strengths were pretty evenly spread around the whole wheel, with marginal increases in 3 key areas. In late 2008 after two program closures within the Not For Profit, I ran my senior direct reports through TMP with an external facilitator. Most of my team rose to the challenge. They were brilliant and we were in the throes of passion and purpose.

One team member whose role had been made redundant due to the end of Pilot Program funding wrote a card saying,

[Tweet “I’ve just been made redundant & I don’t think I’ve ever felt this well cared for by an employer,” #Redundancy #HR #Leadership @tarrandeane]

We’d done well. The outgoing team member saw it for what it was and we did what we could to ensure the sense of safety for all.

But not everyone perceived it the same way. The change hit 2 people hard. Their problem generating behaviours  as leaders was divisive and costly. One, was doing enough to meet the financial KPIs, but falling way short on the values based behavioural expectations; the other, had some additional factors at play. There is no doubt however that the tool and results of the TMP opened up doors for strategic conversations

I wish I’d accessed the TMP tools sooner for the team. The beauty of the tool empowered 5 out of 7 of my team to peer-manage two of their colleagues who just weren’t falling into line with the values or the vision of the workplace. In short, no amount of learning and development support, nurturing, creative performance managing were making a difference and these 2 individuals were simply mismatched on the vision and values moving forward.

Acknowledgment: KNOWING WHAT MAKES THEM TICK Doesn’t Always Mean it Ends with Happy Ever After…
Everyone encounters ‘problem generators in the workplace’ at one time or another. It was at risk of becoming further entrenched and incorrectly masked as a ‘personality difference’, when at the heart they needed to see how each other ‘ticked’ and explore why they were ‘ticking each other off’.

Crunch time came and in the words of an RTO colleague of mine, these two senior leaders needed to decide to simply be “on the bus or off it” before the conducted made the decision for them or it impacted other travellers and good people leaving because they’d had enough.

I know we’d all like to think it was a perfect world, but at the end of the day we’re human and people disappoint each other. We’re messy creatures, I get it. What are the top 3 things that ‘tick you off’ about other people’s behaviour? What ticks you off about your own?


Now, 6 years on, I became an Accredited Practitioner in the TMP tool, to come alongside:

  • executive leaders in a group coaching model as part of a change consulting role
  • individual executive coaching clients who self fund their development
  • corporate refugees and consultants
  • Boards and Management Committees

to gain greater joy and effectiveness out of their Leadership journey. Leaders like you can work with an accredited practitioner like myself, or by going through the training in-house at TMSoz. If you’re still toying with the notion of undertaking a work preference profile assessment – do it. I highly recommend it. It stands alone.

Oh, and my TMP results look hugely different now as an entrepreneurial leader, with creator / innovator way out in front versus the auditor / maintainer results of a few years back.

Isn’t it time you empowered the leaders in your world, and took a fresh look at your own work preference style? Then you can give yourself a really big tick for taking personal responsibility for your Leadership, whatever your title.

What Next? 

  • If you’d like to learn more about the upcoming TMS LIVE event on Friday April 17, 2015 in Brisbane click HERE.
  • Want a confidential discussion regarding Executive Coaching, Change Management Consulting, or using Team Management profile tools in your workplace, connect with Tarran Deane click HERE and click on the Complimentary Discovery Session Tab
  • Follow our daily #Leadership Posts right here on LinkedIn by connecting with Tarran
  • Engage Tarran to present at your next Conference within Australia, USA, Singapore, Malaysia or New Zealand. Check out this testimonial from Jon Yeo of Tedx Melbourne, from a recent conference:





Helping Leaders Lead, Tarran is CEO & Founder of Leadership Development Company “Corporate Cinderella”. A former national executive in the not for profit sector, Tarran now works with Leaders across corporate, accounting, mining, academia, business, disability, aged care, consulting and entrepreneurship. Serving on 2 Boards as a Non-Executive Director Tarran is also the QLD NT Chapter President for National Speakers Association and an avid Ducati rider. You’ll find her cornering through the mountains of northern NSW, bantering with her husband David and soaking up the sunsets from her Gold Coast home surrounded by their blended family and friends.


#leadership #changemanagement #redundancy #culture #redundancies #problemgenerators @tarrandeane #corporatecinderella #executivecoach #eventprofs #callforspeakers #TMSoz #TMSLive

Tarran Deane Corporate Cinderella Conference Speaker, Breakout Speaker, MC, Executive Coach, Change & Trust Consultant #NSAA2015 President_print_0528 Contact us to see if Tarran is available for your next Conference as a Speaker