For four decades, TMS has been at the forefront of advancing team management practices. With a comprehensive database encompassing responses from over 683,000 individuals across 55 countries and 159 professions, TMS offers valuable insights into team dynamics and performance. Notably, the TMS Research Manual (5th Edition) provides an in-depth analysis of data collected from 202 countries, covering various industries and professions.
These resources are designed to support both the public and TMS Accredited Practitioners in developing high-performing teams and effective management strategies. For access to our research manuals or to discuss the extensive materials available, please contact us.
| 2025-04-15
This article examines the differing work preferences between the education and retail sectors, drawing on data from over 40,000 Team Management Profiles. It highlights how educators often align with supportive and advisory roles, while retail professionals tend toward action-oriented positions, underscoring the importance of understanding sector-specific team dynamics.
| 2025-04-10
This article explores how leadership preferences evolve from operational to strategic roles, drawing on insights from the TMP and QO2. It highlights the importance of developing both work preferences and cognitive flexibility to equip leaders for complexity, innovation, and long-term impact.
| 2025-02-04
This article explores how both balanced and unbalanced teams can achieve high performance when they understand and work with their strengths and gaps. Using the Team Management Wheel and Linking Skills framework, it introduces practical strategies such as colour and white meetings, alongside the behavioural technique of Pacing, to enhance collaboration, reduce blind spots, and build high-performing teams—regardless of team composition.
| 2023-08-15
This article analyses how age and gender affect work preferences, drawing on data from over 476,000 Team Management Profiles. It reveals that while differences are generally small, trends such as increased introversion and structure with age, and slight variations between genders, can inform discussions on team dynamics and leadership development.
Introduction
A large range of instrumentation is now being used in industry, commerce and government to assess personality, managerial style and to predict work behaviour. Many of these instruments were never designed for such a purpose. They are used because they are available, convenient and well marketed. However the results obtained and the feedback given have to be interpreted in the context of the use for which each instrument was initially designed. This section explains the difference between work specific and generalized instruments and outlines guidelines for their use in human resources.
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