Evening Sessions #7: The Drexler-Sibbet Team Performance Model

“How do I motivate my employees to meet our objectives and goals?”

“What’s the best way to get my team to buy into my new new [insert project X or strategy Y here]”

I bet you’ve seen those questions plenty of times on websites such as Linkedin. I know I have and every single time my answer is simple.

You need to give your employees an interest and role in the creation of your corporate objectives and strategies. You need your employees to have a sense of ownership of your new project so that they can become self-motivated to go beyond the call of duty for the best interests of your company.

Easy enough to say but how do we do it?

A model I came across a few years back was The Drexler-Sibbet Team Performance Model created by Alan Drexler and David Sibbet of a consulting firm called The Grove.

It’s a seven stage model that teams go through to create the effects and sense of purpose that I have mentioned. If applied correctly it won’t just unite a team towards a purpose but also sustain it. How does it work?

The Development Phase

Step 1 – Orientation – Defining why the team exists, what our common goal is. (Why am I here?)

Step 2 – Trust Building – The team gets to know each other directly, building respect. (Who are you?)

Step 3 – Goal clarification – Exactly what it says! (What are we doing?)

The Performance Phase

Step 4 – Commitment – You know what you want to do and now you decide how to do it.

Step 5 – Implementation – Specific roles and execution. (Who does what, when and where?)

Step 6 – High Performance – Achieving results, acknowledge them (Wow!)

Step 7 – Renewal – Reviewing results, evaluate, sustain and move on. (Why continue?)

Now models are great on paper but applying them is often easier said than done but with this particular model I believe it can bring a sense of structure to chaotic environments such as the healthcare sector. The healthcare sector is undergoing massive investment often without much forethought. Hospitals, public sector organisations and private institutions are undertaking sizeable financial and objective responsibilities.

Creating a well defined and self-sustaining structure if applied in an adaptive and flexible manner can create the right corporate ethos to actually achieve the goals that many project managers set out to achieve.

Does structure promote action? I think so.

Dr Saif Abed

CEO and Co-Founder

Abed Graham Healthcare Strategies Ltd

www.abedgraham.com

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