Until now you may be working with your team members using management skills, and thinking that the results you were getting were pretty good. If this is the case then I commend your actions.
What is difficult to understand is that Human Performance is made up of several components. To achieve total Human Performance all of the parts must be used all of the time.
Human Performance = Direction x Opportunity x Motivation x Ability
If any one of the components is missing then you will not achieve Human Performance.
Take a little bit of time at this point and assess your group.
To achieve Human Performance the following components act as a catalyst when the Manager is developing a high performing group.
The Manager must have the ability to identify the direction that the group should be taking.
This is a sort of Point "A" to Point "B" navigation exercise. If a Captain of a ship did not know the destination of the voyage then there would be a real chance of disaster. Similarly if a Manager does not have a sense of direction then there is the opportunity to stagnate or run off target.
Once a Manager has identified direction (often called goals) then there is a real chance of results.
If the Manager identifies how these goals fit with the organisation's goals and then quantifies the degree of excellence required to achieve them, we are really in business.
In order to motivate a group the Manager must be in touch with the values of the group.
In the main researchers agree that there are at least two main levels of motivation. It is safe to say, that if motivational needs are not being met then humans are not going to perform at their best.
Ability is the skills that are (a) required by your staff member or (b) the skills you require to do your job.
The Manager developing a group requires a wide range of skills e.g.
(i) Planning and organising
(v) Problem solving
There are many more and DOMA can help you to develop them.
This is quite often a major problem is some groups. What happens is dependent upon the Manager's ability to identify strengths and weaknesses of both the Manager and the individual.
If the Managers style is hands on, leader driven and operated, then there is not a very strong likelihood of the individual getting the opportunity to perform.
Opportunities may be affected by constant interference from the Manager to have things done "one way best way My Way".
Managers of groups must learn to "let go". Giving individuals the chance to show and develop their abilities. There is of course, always the chance that the staff member will do it better. The Manager should not feel threatened, as you do not need to be brilliant at everything.
The bonus of course, is that your group will become value driven. The individuals will help the group grow creatively and encourage innovative thinking, that may have been stifled by the lack of opportunity.
Team Building Cycle:
There is a link between all of the Human Performance components. DOMA has developed a cycle to explain their relationships.
We suggest that if Managers give direction, motivate the group, then ability will be allowed to be used to create a self driven performance.
Corrective actions e.g. training in skills and coaching become integral parts of this cycle.
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