When you look at your field service team, do you see a team that is diverse yet committed to a common vision, dispersed yet works in collaboration? A team that “makes it happen” even when the plan goes wrong?
If so, you are one of those field service leaders who have mastered the art of building and managing people—one who knows people and “enables” them to thrive.
According to this HBR article, J. Richard Hackman, who began studying teams in the 1970s, discovered in his 40 years of research that certain “enabling conditions” are critical to teams’ success. The HBR team also conducted similar studies to find that “Hackman’s conditions— a compelling direction, a strong structure, and a supportive context”—are imperative to ensuring team effectiveness.
In our experience of working with field service teams and leaders, we have seen similar conditions that sort of work as a foundation for building high-performing field service teams, and have been a clear indicator of whether the teams will succeed or not.Some of the most important ones are- Some of the most important ones are-