Health care

What is more important within a self-managing team in health care? Ability or desire?

What we do for health care

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.

Management Drives
The colours

This what drives say about a

  • Wants to analyse, understand, fathom
  • Prioritises people and social bonds
  • Wants to show progress, results and achievements
  • Wants to create certainty and clarity
  • Stands for courage, pace and power
  • Helpful and creates bonds and security
  • Shared Vision
  • Cooperation
  • Common target
  • Clear agreements
  • Focus
  • Bonding
  • Vision
  • People
  • Strategy
  • Structure
  • Focus
  • Mission
Individual profile

Clearly indicates what drives someone

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.

Team profile

See each others’ differences as strengths

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:

  • Professionalism
  • `organisational skills
  • cooperative skills
  • willingness to empathise
  • creativity
  • entrepreneurship
  • giving and receiving feedback
  • decision making (together)
  • conflict management

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.

What do you want to develop?

Management Drives makes leadership tangible and effective.
We successfully apply our knowledge to both timeless and current themes. What do you want?