Team Management Systems

Strategic Business Alignment in China Using the Team Management Profile

By Jen Runkle
Copyright © Runkle Consulting. All rights reserved.

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A multinational manufacturing firm needed to align its management team in order to drive business transformation. The team refocused on their business objectives and priorities in the light of recent challenges and achievements. In the past year, the team had doubled in size and appointed a new leader; however they had also begun to hit some of their financial KPI's after 5 years of financial struggle. The team had a broad mix of Chinese, American, Irish, German, Japanese, Korean, Thai, Australian, New Zealand, and Indian members.

The challenge for the group now was to sustain momentum and build on their recent success, while creating a culture of high performance amidst all the changes to the team.

Action Taken

I suggested the Team Management Profile (TMP) be used as part of a two-day Executive Team Development program. The TMP was selected as it was seen as a non-threatening, practical and effective tool to support discussions around individual differences. The TMP was used early in the session and the discussions around work preferences proved valuable. It allowed the group to move away from the usual 'local versus expat' conversation and helped the team identify central issues around the implementation of their strategy. The results showed that the majority of the team members had work preferences in the Developing, Organizing and Producing areas. Through a facilitated discussion, the group suggested the possible points of impact regarding their work preferences as a team:


  • We can organize, drive and execute
  • We are aligned with where the business is at right now

Development Needs:

  • We may not be willing to abandon a direction, even if it's not working well
  • If we have conflicting goals or priorities, we'll pull in different directions.
  • We may not have the right information-gathering mechanisms - may be a risk in decision-making
  • We may be focused on the short-term but now need to think strategically and look 2-3 years out

The team recognized that their preferences had served them well in the past. Their preference for execution had been a key factor in managing production and service operations successfully. However the organizational imperatives had changed, requiring a new set of responses from the management group.


With assistance, the Management Group reflected on their development needs and began to share ideas and develop them into viable actions and projects. Through continued facilitated discussion around their TMP results and their strategic plans, the group suggested the following short and long term actions:

Sample Team Actions for the Current Year

  • Engage the next level in the organization regarding strategy deployment and personally drive the message multiple times in multiple formats (town halls, workouts, rewards) - (Promoting in TMS terminology)
  • Keep policy management deployment front and center in ongoing regional management meetings (Maintaining)

Sample Team Actions for the Longer Term

  • Build bench strength and local perspective within the various regions (Linking and Maintaining)
  • Manage more by interacting with people rather than directing them (Linking)

The main theme of the two-day program was the need for continuous improvement in the actions that drive organizational strategy. The Margerison-McCann Types of Work Wheel and Team Management Wheel provided a simple framework to help the team explore their strategy and actions from a new and objective perspective, and to consider the possibilities that lay ahead.

Copyright © Runkle Consulting. All rights reserved.

Jen Runkle, PhD, believes that the world can be a better place if we all took a minute to be a little nicer. Her 15 years of experience in corporate America have convinced her of the need. Working inside a Big 5 consulting firm, one of the premier clothing stores, and a global manufacturing conglomerate has provided rich material from which her work is based. Valued as a trustworthy confidant, CEOs, VPs, managers, and employees gravitate to her to discuss their organizational issues. Before joining these prestigious Fortune 500 companies, she completed her BS in Philosophy and Psychology from Boston College. Her doctorate degree in Industrial and Organizational Psychology from the Illinois Institute of Technology helped prepare her as she specialized in selection, performance appraisal, and organizational development. Her masters and doctorate research focused on the ways we organize the world and the resulting biases in management. She is involved in the community with board membership, volunteer work, and presentations for the San Francisco Suicide Prevention, Contact Pittsburgh, Big Brothers Big Sisters, Pittsburgh Coaches Association, the Society for Industrial and Organizational Psychologists, and the American Psychological Association.

For more information contact Dr Jen Runkle by e-mail: or visit

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