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We regularly observe imbalances caused by differences between the values of managers and their operational staff. Management Drives’ approach shows managers that leadership is not, for example, the imposition of personal values on the organization; it does involve seeking balances and endeavoring to achieve congruence between the WHO, WHAT and HOW.
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Human Resources Management provides support to the management and the (desired) culture of an organization. Many HR tools can be deployed in different ways – six ways alone when viewed just from the drives perspective. Determining the current culture and the direction in which the organization’s culture needs to develop determines the manner in which a specific HR tool will need to be deployed. An outline of one example relating to competency management is given below.
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When the operational staff of an organization score high in Blue and the management high in Orange then the management will have a natural inclination to provide abstract management in the form of targets and results, whilst the operational staff think in terms of processes and details. Management Drives provides an insight into situations of this nature, thereby offering you more opportunities for the appropriate management of your organization.

The test results give you an insight into your team’s values. It is then necessary to determine whether the team’s values are suitable for their tasks. Does the task offer sufficient scope for communications and consultations, as well as time to give issues more thought? Or is it a question of a one-best-way working procedure? Are the processes designed in the manner appropriate to the task and to the team’s drive pattern?
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What is your strength as a manager, and what is your weakness? And what are the strengths of your management team, and where are the opportunities for development? What is the best way to manage this organization? These are all questions which are answered by Management Drives..

Stick to your strength, and build on it. Various organizations have endeavored to make the transition from internal, process-oriented to customer-oriented operations. For example, a member of the operational staff is appointed to the position of Account Manager. And, in the course of time, it transpires that the company’s core competence (such as the faithful, reliable and accurate issue of invoices) is not as good as it used to be. So now the company has to get back on track. Measurements of drives can be used to assess which strategies (and associated internal-development processes) are and are not feasible for the company.

When two groups are to (or must) work together then measurements of drives can be used to forecast how they will experience each other’s culture and which mixture of these cultures could ultimately develop. This new culture will exert an influence on the ability of the group or organization to carry out their assigned tasks, and it consequently will largely determine the success or failure of the merger or reorganization.

Has your organization, for example, a high Green score and staff who complain about a lack of communication? If so, then it would be wise to take the complaint seriously. However, it is also important to realize that an organization with this profile is always going to complain about communications. However, if your organization has a low Green score then you probably really do have a problem – and you certainly need to take action. When people complain about value patterns other than their drives then there probably really is a problem.

Management Drives is primarily intended as a tool for the development of organizations and teams. Nevertheless, you will observe that individual managers and staff who are presented a clearly-recognizable profile will appreciate how and what they need to do to develop themselves further – and what is clearly doomed to failure. In addition, coaching will be much more effective when the values have been mapped for both the relevant individual and the coach.