THE SECRET OF HIGH PERFORMANCE MANAGERS

Belbin's team roles, De Caluwé's colour model, and De Waal's HPO framework.

This Quick Insight looks at what makes a high-performance manager by combining ideas from Belbin’s team roles, De Caluwé’s colour model, and De Waal’s High-Performance Organization (HPO) framework. Focused on the supermarket sector, the study reveals the specific managerial roles and change styles that are instrumental in establishing and sustaining a High-Performance Organization. It highlights the importance of a balanced leadership approach, emphasizing roles like the Chairman and Resource Investigator, and underscores the value of good relationships between managers and employees. This article is a must-read for entrepreneurs, business leaders, and management professionals interested in optimizing organizational performance through evidence-based managerial practices.

KEY TAKEAWAYS: THE SECRET OF HIGH PERFORMANCE MANAGERS

1. The Value of Management Models: The study shows how management models such as Belbin’s team role model, De Caluwé’s colour model, and De Waal’s HPO framework can be useful in identifying the most effective management and change styles.
2. Roles of Managers: The roles of Chairman and Resource Investigator are crucial for creating and maintaining a High-Performance Organization (HPO). The Chairman coordinates activities, makes decisions, and ensures smooth business operations. The Investigator plays the role of a strong networker, maintains relationships with suppliers, and understands the needs of customers. The role of Innovator, with a strong analytical mind and constantly looking for new products and services, also turns out to be valuable.
3. Importance of Balance: A balance between different role types is optimal for creating and maintaining an HPO. A high-performance manager who can fulfil both the roles of Chairman and Plant (leadership side) as well as Shaper and Resource Investigator (management side) is seen as the most effective leader.
4. Change Styles: The ‘red’ colour, which stands for a change style emphasizing good relationships between managers and employees, is the only colour that has a significantly positive relationship with four out of the five HPO factors. This emphasizes the importance of good relationships between managers and employees for the transformation into an HPO.
5. The Need for Adaptation: The study shows that certain roles, such as the Monitor Evaluator and the Team Worker, may be less favourable for the financial success of the supermarket, but still need to have a place in the management team. This underscores the importance of adaptability and flexibility in management roles.

Read (and share with your colleagues) the HPO Quick Insight ‘THE SECRET OF HIGH PERFORMANCE MANAGERS – a mix of Belbin’s team roles, De Caluwé’s color model, and De Waal’s HPO Framework’ via this link.