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Focusing your finance team on task only isn't enough

Updated: May 18, 2021

The 4D TDA (team development assessment) is a tool that will quickly assess how well your team is operating in the four dimensions. At a high level the dimensions measure your team on the 8 core leadership behaviours of the NASA model and benchmarks in 5 quintiles. In simple terms you'll know how strong your culture is on your team by running this report.

If you don't run an actual TDA the learnings within the model are still beneficial. Running a team that operates on the far left means you are doing some things inherently wrong. You'll need to incorporate major behaviour changes on your team in order to remove the toxins in your culture. A simple translation of the model balances relationships (green) teamwork & collaboration (yellow), strategy & vision (blue) and execution & direction (orange). We work primarily with finance organizations that inherently have an increased focus on orange. It's a profession that rewards tasked focused execution and rightfully so. The difference between a good finance team and a great one realizes that the execution part of the role truly is table stakes. Great finance teams add strategy, collaboration and relationship excellence to their strengths. Focusing on quarterly financial cycles and increasing demands from the business makes it incredibly challenging to keep a focus on the people side of leadership. As you can see from the TDA charts, missing out on those components will cause great strain on your team. Strategy and execution are the two most important parts of leadership in finance, but (and it's an important but), the key is to build the solid foundation of the deep emotional needs of your team. People need to feel valued and included; without excellence in these two areas you won't have a team motivated in strategy and execution. That important statement can be validated in many ways; psychology, common sense, client experience. The easiest validation is 4D helped fix the leadership challenges at NASA that were attributed to causes for both the Challenger disaster and the Hubble telescope failure. Thousands of teams at NASA went through the key lessons that the exceptionally orange organization needed to hear. Without the foundation of great relationships and teamwork, strategy and execution will always have inherent risk.

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