The logic of the TRACK framework is simple: to perform well a team needs five things...
● Task clarity - a clear, consistent understanding of what needs to be achieved
● Relationships - that enable essential collaboration and team work
● Abilities - the requisite skills and knowledge
● Consequences - rewards for successes, effective performance management
● Knowledge of performance - clear, pertinent information on what is being achieved
If any one of those five prerequisites is missing, people tend to perform poorly. If two or three are missing, they are really in trouble! No research supports TRACK, but its common sense is pretty convincing.
On workshops, TRACK's probing, pertinent questions create new, challenging conversations. Team members begin to think differently, they find new explanations, and agree what needs to happen.Try using TRACK to stretch your own thinking, when team problem-solving, in appraisals...
To diagnose a problem you could print this page, then think carefully about each of the questions. Tick the true questions, cross the false questions.
Task clarity questions
o Do people know exactly what is expected of them?
o Is time and effort given to the right things?
o Is the workload planned and efficient?
o Do people switch priorities when things change?
Relationships questions
o Are relationships honest and helpful?
o Does everyone contribute to the work of their colleagues?
o Are problems owned by everyone without blame?
o Do managers make full use of delegation?
Ability questions
o Is everyone acquiring and utilising new skills?
o Do individuals exploit new methods, tools and expertise?
o Can everyone deliver most of their job well?
o Are mistakes understood and never repeated?
Consequences questions
o Is poor performance addressed quickly?
o Do people work energetically for the rewards offered?
o Is success properly recognised?
o Are the personal aspirations of individuals being met?
Knowledge of performance questions
o Are people well informed about their performance?
o Do people respond to frequent feedback?
o Does everyone know whether things are going well or badly?
o Are performance measures relevant and revealing?
Are the questions you have crossed primary in one or two of TRACK's prerequisites, e.g. generally in Task and Consequences? If so, think about what might be causing problems, and what you might do.
If you have questions or requests it would be good to hear from you. I'll be delighted help you use TRACK; ideas and advice are free.
Peter
