When assembling the ideal self-managing team, it is important to look at diversity in competences and job levels. Whether colleagues are driven to work (with each other) in a self-managing team is rarely addressed in practice. However, we provide insight into whether the teams that are created will get energy from working as a self-managing team.
The basis is the individual profile.
This indicates what drives someone and how this person uses his or her knowledge and competences. Illustrated in 4 recognisable graphics.
The basis is having insight into each team member. As soon as a team realises that each team member thinks and acts differently, the team can develop. And its performance can improve
The team profile reflects what drives a team and how this team uses its knowledge and competences.
Transforming is a serious challenge
Transforming a production-oriented organisation into a client-driven organisation is a serious challenge. Clients want to have customised health care. And the Netherlands wants affordable health care.
More and more organisations regard working with self-managing teams as a cheaper, more successful way of empowering the client with staff. Cheaper, more efficient, more flexible.
However, working with self-managing teams demands a totally different mindset from everyone in the organisation. For the board member, this means the transition from management to leadership. That requires a different approach to motivating people. Letting go, inspiring and keeping a steady course. Here Management Drives can play a supporting role.
“Good leaders motivate people on their dominant drives”
Working with self-managing teams requires:
In practice, when assembling the ideal team, we often talk about competences and job level. But whether someone is driven to work in a self-managing team and whether someone derives energy from that, deserves more attention. Here Management Drives can play a supporting role.
Also in allocating roles, such as team player, planner, director, designer, entrepreneur and quality controller, the extent to which a colleague is driven to take on a specific role is very important if they are to fulfil that role well for a longer period. Here again, Management Drives can play a supporting role.