Suppose your operations excellence applies for a vacancy as a psychiatric nurse. In the ad text, you can read that you must be able to work well together. What do they mean by this? The problems patients face are often complex and cannot be solved from a single angle. That is why you work together in a multidisciplinary team. Experts in that team contribute to the treatment of the patient based on their own specialism.

In your current position of operational excellence as a psychiatric nurse, you have experienced that you are a real team player. You often consult with specialists about the causes of a patient’s problems: are they psychological or physical, or a combination? Because you are a generalist, you can analyze the problems from various angles. This makes you an important link within the team between the psychiatric specialists on the one hand and the medical specialists on the other.

You process this in your cover letter operations excellence and you ensure that you have a number of examples according to the STAR method ready during your job interview 

 The operations excellence employees

In practice, take on different team roles. The team role you take on is best as close as possible to your talents, knowledge, and personality.

The caregiver has an eye for quality and a nose for risk and danger. The caretaker finishes things with the greatest care. They are good at planning things ahead. Don’t overlook anything, and execute everything in detail. Caregivers have strong self-control and discipline. They appear calm and imperturbable but carry their tension inside.

Group work is the lubricant of the team. The group work is a friendly and sensitive person with a lot of interest in people and is focused on interaction and communication. Group work is the team role that has a good influence on the team spirit in conflict and disagreement.

The shaper sets the team in motion with his goal orientation of operational excellence, drive, and nervousness. The need to perform motivates them. They enjoy the duel and the battle. Rather, a shaper is a tense, extroverted person who overreacts to disappointments and irritations. But at the same time, this person is also resilient, fearless, and determined in dealing with people.

The operations excellence features.

The chairman is a rather dominant figure with a moral commitment. Someone who is calm and imperturbable, and who works with a practical and realistic attitude. This person is naturally enthusiastic and knows how to motivate others with his enthusiasm. A chairman shows appreciation for people who achieve their goals and persevere. Yet the chairman is not an extroverted person. He or she is more reserved and distant in social interactions.

The plant is a rather introverted, operations excellence creative intellectual who provides creative solutions and innovations within the team. It is important that they are given the time and space to make the most of their talents.

The monitor analyzes and objectifies.

They make good and balanced judgments that take into account all factors. The monitor is important for teams dealing with complex projects and decision-making processes. A typical monitor is more of a serious and somewhat cautious person.

The business manager makes practical and realistic efforts for the organization without pursuing self-interest. It is a disciplined person who picks up the work. A business manager often uses overviews and lists for this.

A source researcher is curious about operations excellence, enthusiastic, and interested in new ideas. They sometimes dare to adopt and develop other people’s ideas. A resource researcher is a born networker who searches for what is going on and is good at asking thoughtful questions. It is a relaxed and outgoing person who experiences little stress.

TEAM DEVELOPMENT

Tuckman distinguishes five development stages of operations excellence. A good team goes through all these phases before functioning properly. If something (or just nothing) happens, operations excellence it is possible that a team reverts to a previous stage. And not every existing team is a good team. Most teams get stuck in one of the first three phases. As a result, they develop agreements and rules of conduct that are often counterproductive

Form phase

Individual roles and positions have operations excellence not yet been determined. The group feeling is missing. Many group members are hesitant. There is a lot of uncertainty about how the group will work together and who will take on which role. Feelings of insecurity and worry can arise at this stage.

Managers in this phase not only have the operations excellence task of bringing the team together. Because team members mainly expect guidance and clarity from you, as a manager you still provide a lot of guidance in this phase. This way you bet on trust and psychological safety.

Storm phase

The team is gaining confidence in operations excellence. Individual team members dare to speak out to each other and to the manager. In this phase, conflicts can arise about the way of working together, interpersonal relationships, and the team goal.

As a manager you have a guiding role in this phase. Encourage team members to express their opinion. Take a neutral stance in these conflicts. In order to evolve to the next phase, it is important that team members learn to resolve their conflicts themselves.

Norm phase

The team has found a more mature way of working together with operations excellence, which makes the collaboration run more smoothly. Group members grow closer to each other, and the team starts developing its own identity. Also rules, methods for collaborations, and the common team goal are further determined.

In this phase you, as a manager, give more autonomy to the team. You stay “close by”, to solve any problems. A participative leadership style is desirable.

Performance Phase

Only at this stage is there a team operations excellence. Team members complement each other and work together towards a common team goal. The team has proven its competence and can consult independently and make decisions. This ensures that team members are operating excellence and able to work independently.