Welcome to Disruptive Successor, a show for next generation leaders in family businesses and entrepreneurs who want to disrupt the status quo and take their existing business to a whole new level.
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Learn more at thegoldhillgroup.com website, where you can schedule your free strategy session.Hi, it's Jonathan Goldhill, and welcome back to another episode of the Disruptive Successor Show.
One of the primary challenges in family businesses is fostering effective teamwork and collaboration.Balancing personal relationships with professional responsibilities often complicates team dynamics.
Family members may struggle to separate their familial roles from their business roles, leading to conflicts and misunderstandings. Additionally, navigating differing perspectives and decision-making styles within the family can hinder team cohesion.
Establishing clear communication channels and creating structured processes for decision-making are crucial, therefore, for ensuring that family members work together harmoniously.
Cultivating a collaborative culture that respects both family bonds and professional expertise is essential for overcoming these challenges and achieving business success.
So what innovative tools and technologies exist that help leaders enhance team collaboration and productivity? Well, my guest today is Christopher Morrison.
He is the co-founder and CEO of Team Dynamics, a groundbreaking platform that redefines team collaboration by focusing on team dynamics rather than individual personalities.
With a background at leading consulting firms like McKinsey and a successful track record in tech startups, Christopher brings a wealth of experience in organizational psychology and team performance.
His innovative approach has helped companies like Meta, Splunk and Hilton optimize their team effectiveness, making him a sought after expert in the field.
So I welcome Christopher Morrison to the show today to talk to us about the innovative tools and technologies that he's developed.So Christopher, welcome to the show.
Thanks so much, Jonathan.Great to be here.
Would it be helpful if I just told you maybe a little bit about my background, my journey, and as I do that, maybe tell you a little bit about how Team Dynamics came to be, and then we can see where the conversation goes?Great start.
Well, uh, you gave me a really illustrious introduction.Uh, so I appreciate that.You know, my, my journey to team dynamics ties together a bunch of different threads from my experience.So I'll tell you a little bit about my journey as I do.
So I'll weave in some, uh, some stuff about team dynamics.So, you know, as you mentioned, I started my career at. McKinsey, which is the big management consultancy.And McKinsey is a great leadership training ground.
I was really grateful for the time I had there.One of the foundational lessons I took from my time at McKinsey is the power of a simple framework.McKinsey is legendary, by the way, for their frameworks to the point of it being a bit of a joke.
I see you smiling.No doubt come across them. But there's a reason for it.And the reason is that the world is complex and we need a simple way to make sense of it.
And a good framework takes something complicated and it distills it down to its essential components so we can understand it, we can understand the levers that we have to change it, and we can make it actionable.
The other thing that I really took from my time at McKinsey was the power of culture and how true it is, like that saying that culture eats strategy for breakfast.
You know, we would spend months and months, our clients would be spending, you know, significant resources, both of time and money in working with us to craft the perfect strategy for X, Y, Z. You pick it, you know, a new product,
an international expansion, a new marketing strategy.But reflecting on the dozens of projects I led at McKinsey, what ultimately separated the projects with real impact from the rest was the culture of our clients.
Could they actually take an idea and turn it into reality?So after five years at McKinsey, I had the opportunity to join a pre-revenue pre-product technology startup out here in San Francisco called Doma, its founding chief operating officer.
And over the course of my five-year run there, I took that organization from five of us, we were squatting over the sweet green salad shop in downtown San Francisco, to $550 million in revenue, 2,000 associates, and an IPO on the New York Stock Exchange.
And leading through that rapid growth really emphasized to me the truth of the saying, you can't manage what you can't measure.And this is another overused bit of business dogma, but it is true.Figuring out the right things to measure.
getting an accurate read on them and staying laser focused on those key metrics is so important for getting an organization aligned and accountable for moving towards the same goal.
And as I was building this company, I also learned how different it feels to be leading or to be part of a team that's really humming versus one that's just okay.As a leader, and I'm sure you've come across it, you felt this,
I'm sure your clients have seen this.I'm sure listeners have felt this.
It's the difference between feeling like anything is possible, because it is, and feeling like you're stuck in neutral, like constantly putting out fires, never really moving the ball forward.
And as I was building teams, scaling this organization, I gained an appreciation for just how hard it is to get teamwork right.You're always testing and learning different team norms.It often felt like you're shooting in the dark.
You're trying different routines, different meeting cadences, different documentation methods, different project tracking tools, yada, yada, yada.
You're always correcting breakdowns within your own team, but oftentimes as a senior leader, I would find myself having to resolve issues that come up cross-functionally when my teams were working with other teams throughout the organization or vice versa.
You're always onboarding new team members when you're in growth, you know, and when you're in a growth phase. And on that last point, it really hit me how important recruiting is when building a business.
Just about every startup founder has thought about starting a recruiting business.And that's because it's one of the biggest pain points of building any company is sourcing, identifying, evaluating, onboarding new talent.
And one of the things that I would deal with, because I was interviewing people literally every single day, was how best to answer the question that you get asked as a hiring manager or just a leader in an organization.
What's it like to work on this team?What's it like to work at this company?And you're also trying to evaluate everybody that you interview for their fit with your organization.Are they going to gel with the rest of the team?
Are they going to be a good culture fit? And so after I took my company public, I stepped back from that role.And I took about six months to reflect on what I'd learned, the challenges I'd had, and what I might do about them.
And during this time, I also started spending more time.For the first time, I really had time to spend time with other founders and executives. You know, people's circumstances are always unique.You know, leaders' circumstances are always unique.
You know, this person might be closing a round of funding.This one might be launching a new product.But on the shortlist of everyone's biggest challenges and opportunities, I guess, are their people.You know, who's on the team.
But just as importantly, how they were working.And I realized that one of the glaringly obvious holes in the leaders toolkit today is a simple and robust framework to measure and therefore manage teamwork.
Basically, to kind of tie it all together, applying the simplicity of a McKinsey type framework to enable leaders to define and then manage that fuzzy, but you know it when you see it thing that is teamwork.
And by the way, when I say teamwork, I don't mean the flow of tasks.There's tons of project management techniques, tons of pieces of software for that.But what I mean by teamwork is the interactions between team members and between teams.
And so that's really what Team Dynamics is.It's an easy-to-use tool to assess and categorize a team's behaviors along the most important dimensions of teamwork. And leaders find this really helpful.
Number one, it takes something that can feel squishy, how we work, and it makes it concrete.
When you deploy team dynamics across an organization, it gives you a common language and framework to understand how your team works, how other teams work, and how you can therefore work best together.
And it's also really helpful for coaching and developing individuals.
If you know how an individual prefers to work and you know what your team's dynamics are, your team's behaviors are, you can help identify the points of friction and you can help give them the tools and techniques they need to better fit with their team and better support their team.
So that's a little bit about me, a little bit about my journey.We would love to go in any direction you think would be interesting.
So I guess let's start with, well, first of all, what I think I'd like to start with is talking about your product itself and how and whether it's been vetted.
I mean, and then talk about some of the other assessment instruments that are out there and the degree to which they use team team elements, dynamics to make teams work better together.
And so there are certainly frameworks for teams that, and there are many instruments, be it Myers-Briggs, be it DISC, be it Colby, be it, you know, I mean, the StrengthsFinder.
And to the degree that some of those allow you to map everyone onto either a success insights wheel, as in with Target Training International or something, they give you the opportunity to understand other people and predictive index.
I mean, there are so many instruments out there that do some of this. yet you're leading with the team element as opposed to the individual.
So do you find that those tools are lacking because they are built on really an individual assessment that throws them, you know, and then tries to map everyone up on a you know, a pinwheel, so to speak?
I mean, let me start by saying, like, I think team dynamics and a lot of these other individual focused personality tests, these can be complimentary, you know, and I also also should say, I think these individual personality tests are really interesting.
And I think their durability, the fact that they've been around for in the case of, for example, Myers-Briggs, almost 80 years, and their pervasiveness speaks to a fundamental human need to understand and to be understood.
I think MBTI was invented in the late 40s, still super relevant today.Millions of people use that framework every single year.In fact,
When I started my career, before I even started working at McKinsey, they asked me to take Myers-Briggs in preparation for their introductory training.Your MBTI is commonly referenced when you join a new team.
There's even a little field on your internal Facebook page to put your MBTI type. And it was really helpful in that context for understanding yourself and some of your own individual preferences.
And also when working individually with others, it could provide a bit of a shorthand for how to get along and how to understand some of their behaviors.
And, you know, I think that's really where these sort of individual focused assessments and frameworks shine.
Understanding yourself and understanding the one-to-one reactions, one-to-one dynamics that can emerge, you know, when you're working with other people.
But, and I think you put your finger on it when you were asking the question, they're ultimately limited to just that, understanding the individual.Let's just pull on the thread of Myers-Briggs, for example.
One of the classic dichotomies in that framework is, are you an introvert?An I is the first letter.Are you an extrovert?An E is the first letter of Myers-Briggs. Let's say you're on a team of three extroverts and one introvert.
How's that team going to share information?How's that team going to make decisions?How's that team going to work towards its goals?You don't really know.The Myers-Briggs framework doesn't really allow you to extrapolate beyond the individual.
And so why are we applying these tools so frequently in the modern workplace, which increasingly is all about teamwork and collaboration?
So in a way, we're asking these individual focused personality tests to do something that they just weren't really originally designed or meant to do. And that's what Team Dynamics addresses.
It fills in the gap here by capturing the realities of how teams work in a modern context.I'm obviously a bit biased.
And I happen to think that Team Dynamics, because it's a team personality test, is the right choice in a professional context versus some of these traditional individual-focused personality tests, StrengthsFinder, a disk, big five, et cetera.
But as I mentioned, these types of tools can be complimentary.They're fundamentally focused on different things.
If your organization has tried something like Enneagram or Myers-Briggs or Predictive Index, great, you've given your associates insights into themselves.
And with Team Dynamics, you can start to give them insights into their team as a whole, as well as how they react and how they interface with their team.
So, one of the observations I have, and I think is that my clients and maybe people in general, or companies in general, fall into three buckets.There's the bucket of,
These people are like YPOers or EO, entrepreneur organization, or they're... And so they're not just doing one assessment, but they're like layering assessment on assessment on assessment because they're learning junkies.And that's about bucket one.
Bucket three is Don't do any of these.Don't believe in them.Don't have time for them.And then bucket two is you get some willingness to try.Few people in the team or some people in the team really believe in it.Others say that this is pseudoscience.
It's nonsense.And so you get this sort of mixed adoption. How do you find that you navigate either with team dynamics or with any of these instruments to get them so that they're improving team dynamics, communication, building more high performance?
How do we overcome the resistance of bucket number two and three?
Yeah.I think about a couple of different I don't know, legs of the table, I suppose.You know, I think the first one is you do need leadership buy-in around anything like this.That is just essential.
You need people who are, you know, in respected positions, formal or informal, to voice and support the deployment of anything like this.
If you don't have that sort of top level buy-in, even if you've got a lot of folks throughout the organization who are interested in something like this, it's just never going to see the level of focus investment that it really requires.
I think the second thing that you need in something like this is you need a narrative.You need people to understand the why.
People can understand what this thing is, but they need to understand why, as an organization, we're using something like this.That story is essential in terms of understanding
why we're spending our time on this, why I as an individual should engage, why we as a team, you know, should engage and what this has potential to help us do.
I think the third thing that you absolutely need is you need people to understand how these frameworks work.
You need to invest the time upfront when you're introducing a platform like this, a methodology like this, but also continue to reinforce those lessons.Hey, how does this work?
Let's actually educate people on what this is, how to use it, what it really means, how to apply it.
And then the last thing that you need when you're rolling something like this out is, you know, you need really tangible, tactical ways to implement it in your daily workflow.
So, you know, are we going to use this framework when we give new hires their onboarding survey?Hey, like, you know, what, how do you prefer to work?
Is this going to be part of every cross-functional team meeting kickoff where we say, hey, your product team is getting together with your customer success team on a cross-functional project as part of the kickoff.Let's use this framework.
When you have your team off sites or your planning meetings or your annual or quarterly budgeting sessions, are you using these sorts of frameworks as part of the team building portion of those discussions?
You have to reinforce the adoption of any methodology like this by putting it front and center in your business's core processes.
I think if you get those handful of ingredients right, then you're going to see, you know, a lot of adoption and people, even if they're skeptical, like if they're sort of naturally skeptical around, you know, sort of these, these frameworks and, you know, maybe even the scientific underpinning or whatever, you know, people love to pick at those sorts of things.
They'll see that it's still useful as a way, as, as the very least a language for talking about how team works, but they'll also start to see it be applicable in terms of how we actually work together. and how we evolve the ways that we work.
And that's really when even the skeptics start to come around to something like this.
When they see the impact of it, even if they were initially skeptical, that's when they start to say, OK, I see how this is valuable because it's actually changing the way that we work.It's improving the way that we work.
It's making it easier for us to work together.It's making it easier for us to overcome challenges in cross-functional collaboration. once you start to see the impact, then a lot of that skepticism starts to fall away.
I think it's true.You know, my mind is going in so many different places that you're speaking.I mean, you know, something you said earlier and something I've often repeated is that beauty is like leadership.
Like you know it when you see it, but it's really hard to define it.And a really healthy team is, it's like beauty.It's something that you can't necessarily, or I don't know how to define exactly what a healthy team is.
And then one of the questions I have, and I'm even wondering what it was like at McKinsey perhaps, but do you throw people overboard who won't drink from the same Kool-Aid and they're not buying into the program and you feel like
Boy, they would just be so much of a better team player if they spend a little bit of time looking at themselves and how they show up and how other people show up and use these tools and these frameworks.
I mean, how do we build culture when not everyone is on board?Yeah.
Like, is that ideologically, is it like, are we profiling people by, you know, I mean, and can you even terminate people because they don't, they aren't buying and drinking the Kool-Aid?
Yeah.You know, I think, number one, I would say that this is one of the hardest things to get right as a leader.
you know, I think what defines good leadership, a lot of the time is ownership and accountability as the leader around your performance and buy in of the team members that you're leading.
And so one of the things that is just a challenge, I've struggled with it, you know, throughout my career, even is
Knowing when you've tried hard enough as a leader to change someone's mind, to bring them along, to get them oriented around the cultural change that you're looking to drive, and it's just not sticking.
And knowing when you've put enough in, the problem isn't the organization and the organization's investment in that individual.The problem isn't your investment in that individual.The problem is that individual. Right.
But I think that is like you do reach a point with people who don't want to go along for any change that you're looking to make as an organization, whether it's a cultural evolution, whether it's upskilling your organization, whether it's just leading to a reorganization or moving into a new phase of growth, you know, whatever.
Not everybody is going to come along for that ride.And I think being comfortable acknowledging when that is the case
And giving yourself permission as a leader to say, hey, look, I've put everything that I possibly could into supporting this individual through this transition.But for whatever reason, it's not taking.
And therefore, they are no longer a good fit for this organization and its next phase.That's just a place that you have to get comfortable getting to.I'm going to apply a metaphor here or sort of a leadership heuristic here.
That's, you know, from another sort of context, but, you know, there's this concept when you think about your existing team members, where, you know, when you go, when it comes time to review your team, for example, one of the tests that you should be applying for every individual on your team is, if I was interviewing this individual for the job that they are being asked to do currently, would I hire them?
And if the answer to that is yes, outstanding, you've got somebody in the right role, you should continue to support them.If the answer is no, well, then you have to make some sort of change.
And that's, you know, one of the criteria around what I hire this person for this role, apart from are they qualified?Do they have the right skill set?You know, all of that sort of stuff. is, are they a good cultural fit?
And so you need to be applying the same test when you evaluate your team.Like, do they fit the cultural profile that I will be hiring somebody for, assuming I were hiring to fill this role today?The answer is yes.Outstanding.They're on the bus.
They're along for the ride.Unfortunately, in the cases where the answer is no, then, you know, your responsibility as a leader is to make a change and to, you know, take your team in a different direction.
Yeah. And so I think that one of the ways to look at a product like yours is to recognize that some things are table stakes.
And what I mean by that is we're going to implement a tool like this because it's going to foster open, honest, and productive communications.And that's table stakes.And then if we have conflict,
between two people or two departments or two different teams, like that's the next level up maybe, where there's conflict resolution, we're gonna manage, we're gonna resolve the conflict, and we're gonna use some of this framework to help us.
And then, leadership development is all along this sort of pyramid of success to the top.The top, the pinnacle, is a really high performing team where it's just humming.
And that's that leadership beauty analogy that I was talking about, where you can't almost explain it, but you can feel it.
Just like when, and I'm sure you experienced this as a consultant, I have many times, where you walk into certain companies, you can tell by just the way
the place looks and the, the feeling, the, like the vibrational energy that you get when you walk in there, you can almost tell if they're profitable.You can tell that people are getting along.You can tell how productive they are.
I mean, you see it, right?You see it in the, because that's a physical thing that you oftentimes see, or it's a, it's a, and a, um, an emotional or vibrational feel.
Yeah, it's it's it's a cliche, but it's it's the vibe, you know, do you feel a sense of progress?Do you feel that forward movement?And do you feel as though everybody is rowing in the same direction or pulling in the same direction?
You know, I think this is There is a bit of truth to companies need to be growing, or they need to be at the very least changing, or they're stagnant and they're dying.I think that's absolutely true.You can feel it.
One of the most important leadership qualities, which I think is sort of chronically under-emphasized, like people just don't seem to talk about it that much, is flexibility.
Obviously, as a leader, you need to have your sort of leadership philosophy there, your sort of non-negotiables, like your principles of how a team should work and all that sort of stuff.
But to your point, there's no single best way for a team to work together.It's a function of who's on the team.It's a function of what the team is tasked with.It's a function of the broader organizational context.
high performing teams, they know how they prefer to work, they know how to nail it when they're in their comfort zone.But they also know when and how it's time to flex outside their comfort zone.
And leaders play an outsized role in setting this tone.It's like, hey, if we're a team that's Super organized and how we share information really analytical and logical in terms of how we look at information to drive insights and we're really.
Dialed in in terms of how we plan and execute projects we build.Detailed implementation plans we follow them closely we update them constantly etc that's our comfort zone you know that's really where we like to be.
But we're asked to take on a new initiative in a place where we have no information, we have no data, we have no experience, we really need to generate our own learnings by just experimenting and starting to do things.
Well, a really good leader of that team knows, hey, we're going to be asking my team to do something that it doesn't normally like to do.But that's OK.I've got a great team.I know that they can flex and I have a language.I have a framework.
I would say, hey, guys, This is how we normally work.And this works great for us.Unfortunately, it's not a good fit for this initiative that we have to go tackle together.So let's flex in these couple of different ways.Let's change our behaviors.
Let's label it.Let's be comfortable with it.And here's the tools that we're going to need to be successful.That's something that as a leader who's capable of modulating their team's behaviors or motivating their teams to be flexible.
That's something that this tool can also, you know, or this type of framework can also be, you know, really helpful for.
And that is an essential role, you know, an essential part of being a really effective leader, not just in, you know, sort of the ordinary course of business, but being somebody who can flex outside their comfort zone and be that sort of, you know, Jack or Jill of all trades in terms of really being able to, you know, motivate teams across contexts, across compositions, et cetera.
All right, in our remaining couple of minutes, tell us a little bit about what your tool looks like.I know we don't have a visual access to it, but what are the... maybe how does it appear?How does it work?
Yeah, totally.I'll do my best to describe it.I will start by saying it's really easy.The first thing that happens is you invite your team.You can invite directly on our website or you can email us.
We can help you get set up, especially if you're an organization and you want to invite dozens and dozens of teams. Everybody gets an individual survey link.
Basically, they get an invitation email which contains a link to fill out their individual survey.Once everybody submits their responses to that survey, our analysis engine ingests all those responses along with those of their teammates.
And we then deliver back to the entire team a quantitative assessment of how the team works. an assessment of how each individual relates to their team's behaviors, and a set of recommendations tailored to both the team and the individual.
You'll also get out of the box a 25-page presentation customized for your team's behaviors that you can use to facilitate a 45, 60, even 90-minute conversation about your team dynamics, how your team works, as well as how you can improve.
And, and managers also get some additional reporting anonymized around sort of how well their team fits, how well each individual on the team fits with, you know, their overall team dynamics.All of this, you know, super simple.
mostly just emails going back and forth.We don't ask people to learn any new tools or technologies.We've got plenty of those things in our day-to-day lives.
And the survey can take as little as 10 minutes, and then you're off to the races, having an impactful conversation with your team about how you can communicate and collaborate better to get work done and have more fun while doing it.
And are most of your clients, are these consultants, facilitators, or are these end users, or is it a mix?I mean, do you have some certified?
Yeah, it's about 90% end users.We have some.Just recently, like in the last two months, we launched what we call our Professional Partners Program.
That wasn't actually our original focus area, but we launched the product, and we just started getting so many inbound requests from
professional consultants, professional coaches, folks who work with organizations to improve their performance, saying, hey, our clients are asking us about this.Is this something that we'd be able to apply in our practice?
Could we use this with clients?So about 10% of our users are those folks who are coming to us via consultants or coaches.The rest of it is team leaders or organizational leaders at our end clients.
Um, you know, a classic use case for, for team dynamics is, you know, I'm hosting a quarterly planning meeting that includes, you know, teams from a variety of different departments.
We're going to be talking about, you know, projects that we've got coming up over the next, you know, 12 weeks, et cetera.But we also have, you know, a portion of the session set aside for, you know, team building activities.
And we're looking for something that's Simple action oriented and that we can refer back to on an ongoing basis and team dynamics is kind of a perfect fit for that particular use case.We've seen a lot of interest across different industries.
You mentioned a couple of companies that have worked with us, but technology companies, retail companies like Walmart, hospitality companies, Hawaiian Airlines, for example.
You know, folks across industries, you know, see a lot of value in this and even folks across different, you know, functions.
And obviously, you know, folks who work in HR are often interested in something like this, but we've seen a lot of folks who are on the technology teams, marketing teams, product teams, operations teams.
So, you know, broad-based interests, you know, and a lot of uptake.We've been really, like, pleased and flattered with the quality of organizations that, you know, are using the product and seeing a lot of value in it.
Sounds good.If I was looking at a report of either a high performing or a low performing team, what might be some of the terms or colors or, you know?Yeah, yeah, yeah.Well, maybe take the high performing team.
Yeah, yeah.I think the first thing I would say is there is no better or worse team type.You know, there might be situations where a certain team type is better suited for that circumstance.But any team can be successful.
You know, what's essential is understanding your team's type, leveraging its natural tendencies and strengths, being mindful of when you have to flex to the example that I, you know, I told earlier.
And what's really useful about team dynamics is it's kind of like having an instruction manual for your team.
And so the framework has four different dimensions, which are grounded in sort of the meta research that we did around how teams communicate and collaborate.The first dimension is communicating.This is how teams share information.
Teams are either ordered or informal.An ordered team has defined processes, I should say. and forms for sharing information.Think about it as a lot of internal documentation, wikis, all that sort of stuff.
An informal team, in contrast, surfaces and shares information organically.That's like the one-off conversation.You're much more likely to pick up the phone and call somebody directly than to have an organized channel in Slack or Microsoft Teams.
So that's the first dimension, communicating. The second dimension is processing.This is how teams take information and turn it into insights.Teams are either logical or relational.
A logical team relies on tons of data, rigorous analysis when they interpret information.The argument that tends to carry the day here is the one that's most rigorously researched and supported by facts.
On the other end of the spectrum, a relational team looks to specific trusted individuals to tell them what's going on and what matters.They socialize analysis ahead of time.
There's a lot of emphasis on the value of expertise, organizational context, etc.The third dimension is deciding.This is how teams align on what they're going to do.Teams are either authoritative or concordant.
An authoritative team looks to leaders to act decisively and set the team's direction.Typically, decisions are made by team leaders or specifically appointed team members.
Not a lot of input needed from the broader group, whereas on the opposite end of the spectrum, a concordant team collects input from everyone on the team before making a decision. takes a lot of different viewpoints in deliberation is the norm.
And there's a lot of transparency about how decisions get made.And then the last dimension is executing.And so this is how teams plan and work toward their goals.Teams are either deliberate or spontaneous.
A deliberate team creates detailed implementation plans.They closely follow them.They diligently maintain them.
When something unexpected happens on a deliberate team, the team's first instinct is to go back to that plan and say, hey, why didn't we anticipate this?Why didn't we account for this in our original plans?
Whereas on the other hand, a spontaneous team is responsive to new information, lightweight plans that they quickly toss aside candidly in favor of new information or as circumstances change.
And the spontaneous team moves right from making a decision to action.There's no, hey, let's pause and build a detailed plan.They say, hey, we've got our decision, time to start moving.
And taken together, these four dimensions, they really capture the lifecycle of modern teamwork.Communicating and processing, that's all about how teams gather and interpret information.
deciding and executing, that's all about how teams turn insights into action.And then that feeds right back into, you know, the first two stages of, you know, sort of communicating and processing.It's a bit of a bit of a flywheel, I suppose.
Awesome.Well, so people can head over to teamdynamics.io.Yep.And then forward slash try, they can actually take an assessment and they can look at the 16 different team dynamics there and the four dimensions that you just described.
And then if they want, they can, I guess, subscribe or use it on a per use or per case basis, it looks like.
Yep, yep, that's exactly right.Yep, you can learn more about the product at teamdynamics.io.You can also email us at hello at teamdynamics.io, or drop me an email if you'd like.Christopher at teamdynamics.io.
Christopher, thanks so much for being on the show today.And look forward to trying your tool and using it with the team.And folks, you know the drill.If you got some value from the show, please share it with others.
Please give us a good rating on your podcast listening app of choice, and stay tuned for future episodes of the Disruptive Successor Show.This podcast is sponsored by myself, Jonathan Goldhill, and my company, The Goldhill Group.
where we provide coaching for growing companies.I'm Jonathan Goldhill and my purpose is simple, to guide entrepreneurial leaders in family businesses towards more freedom and fulfillment.
I want entrepreneurs to get clarity around the changes that will make them and their businesses more successful so they can experience the same freedom I've enjoyed in my life.
Our proven practices challenge business owners to think differently about their business and how they're running it and quite literally become game changers in our clients' companies.
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