A Short Fuse
Tom Russell
People Capability at EMR ? Chair of the North West Apprenticeship Ambassador Network
This model appeared to apply, almost without exception, to individuals on short-term assignments (4-7 months) in a department in which I worked:
Based on observational evidence (and self-assessment), it helped me to manage both my own productivity and that of others by helping them and I through, out of, or around the red phases and keep me in the ‘green zones’. I even felt that it would be possible to expand those green zones given the right amount of self-awareness, reflection and honesty with other colleagues.
What started out as a bit of light self-development turned into an interesting take on why people acted as they were doing at various stages of their assignments; whilst also providing another tool to help select the right leadership style for a given situation. Knowing where my staff sat on the line helped me judge a starting point for resolving short term issues in the workplace and understanding what might lie at the heart of the problem. Those that could be inducted and orientated quickly and then moved quickly through that anger stage, and thus reduce the time in the red zone (to a week or so in some cases), had a much more productive time, and probably lost less hair.
It also helped in the formation of some key questions designed to enhance processes and effectiveness from a manager's point of view: Why are they stuck in the anger stages? How do we move people quicker to stage 3? How best to challenge and motivate those who are coasting along in acceptance so they don’t reach apathy? Can we do anything for those who have become apathetic?
What really appears from looking back is how externally the questions face. It is very easy to find an external target for shortcomings or failures and this highlights how important it is to stay focussed on what we can change or have an effect on, rather than obsess about things outside the locus of control.
Not really academic, entirely informal and certainly not scientific, but nonetheless held true for a surprising number of people. Whether producing it was productive or not I’ll never really know…
Interim Director of Finance
9 å¹´Interesting, how does this change with repeat assignments. Good find Tom
Global business winner ? Policy influencer ? Once met a real pirate
9 å¹´This reminds me of my MBA group assignments and certainly chimes with the likes of Tuckman's (1975) five stages (forming-norming-storming-performing-adjourning) of team performance and necessary leadership styles. The issue to overcome is often the reluctance to accept that this process is normal.