Re: for me:

The manager must adapt John's model to his own situation and for example devote more time and effort in individual management and in carrying out tasks to make his team more efficient.

The manager must adapt John's model to his own situation and for example devote more time and effort in individual management and in carrying out tasks to make his team more efficient.

I agree with you- adapting to the situation is important and taking care of your team and individuals also if you want to sustain quality work on the long run.

John's model is Very interesting and as a leader either manager we must adapt to  our management style but in practice this is something needs to dedicate time to the team and individual at the same time remember that you have to achieve the goal of the project together with the team. 

To me , the bigger challenge is the growing and growing requirement for reporting, data, emails and meetings. 
Your hierarchy is pressing for reports , data . You have minimum one  meetings everyday. This is time taken away to focus on tasks , team or individuals .
In brief , today's manager and leader in MSF are more and more pull by administrative requirements of the job.

I think one of my challenges would be to be at the same time analytical & emotional :

  - analytical/reflective enough to assess if i am balancing the 3 components according to the context

  - and emotionally involved at the right level to have the energy to adress the tasks and the authenticity to share with people and the team.

Time management will be a big focus and managing priorities. Learning and getting to know all the individuals in your team and assessing their individual needs and goals. Some individuals may need more time and focus.  Some may be more motivated than others.  Goals will be different.  It is finding that point where everybody can be on the same page.

In general, I think that to play the role of manager in a team, you must first be able to be your own manager.

Personally, I think that working with people who respond to different work cultures is something that complicates the role, since many steps will require more time than a "common" situation. Therefore, for me it will be to find that time, be it to establish standards and guidelines that allow the convergence of these cultural differences, to change strategy if necessary, to train those who require it and to manage emotions of the different individuals without neglecting the deadlines.

I think that in this approach, your focus depends on which group has the highest proportion of need: motivation, support, training, etc.. the bigger the need, the bigger your support. 

Planning and taking the time to assess how our balance is doing, estimate corrective measures, and plan and respect important slots to implement them. Then to repeat the process regularly (weekly, every fortnight, or monthly ... !?).

Ideally would be nice to schedule reminders at the beginning of the contract.

The biggest challenge can be to understand cultures and ethics of people from different backgrounds. For this i need to develop good rapport with the individual members of my team to understand them  better and then set guidelines related to work culture, while in the current team to achieve the objectives/tasks. I need to review these guidelines from time to time and be very flexible

Most of the time, the managers are more concentrated on accomplishing the tasks on time and tend to collaborate with performant staff, than bringing the whole team on the same level and achieve the objectives as team.

Individual performance count a lot and thus pose the biggest challenge. To achieving high performance, the three { Task, People, and the objective} must articulate well. Therefore the most important resource which is the individuals { Human  Resources} is the bed rock for high performance.

To this therefore, as a manager, by developing the individuals, say by increasing their responsibilities, thorough understanding of the people that makes up the team, providing support, including mentoring and coaching of individuals.  By overcoming the biggest challenge {the individuals/ team} high performance is anticipated. 

I have found that if there are multiple levels of supervision within a team and certain roles are not well-defined or vague, the focus may primarily be directed to the team in order to ensure proper workflow and delegation of tasks. This means that attention is directed away from individuals and the tasks at hand.

the right task to the right individual is not helping sometime because of  the job duties overlapping within the department.

for me, the biggest challenge to balance your focus between tasks, people and teams being

• resource availability

• personal culture and behaiviour

• language skills

• knowledge and skills

My challenge will be generally understanding and balancing the 3 components, depending on the environment culture of the people you are working with, and applied the action centred leadership to understand personalities and give room to adapt to personal situations. As managers we should be able to take control of the situation and lead the team.

I think the biggest challenge is being able to collaborate better with all staff,

being able to have clear communication for goals to be achieved,

improving, in my case, Health Promotion Strategies where you and the team feel it is needed.

How long you share in field, working the project, I think make the difference to do or not any possible "change"...

For me, the biggest challenge is time. Often, we focus much on the results to be achieved in the time fixed, which is often short, and we forget to focus on all aspects of success.
Secondly, it is not easy to detect a problem as soon as it appears (people and team). Sometimes we realize the problem when the situation has become problematic.

many challenges, the main ones according to me:

- plan and monitor efficiently

- make the whole team feel on board. Build capacities and increase responsibilities.

- empathize with the personal needs of individuals

among others ;)

One must define the intersecting points between each of the objectives that affects the task, team, and the individual.

Through experiencing and logic of the question and highly considering the context of the MSF especially in the field, the reaction or the consideration of teh managers/leaders to the action centered style depends on the following:

- the size of the operations, needs and responses

- the skills and competencies of the managers to consider so.

- the range of the experiences the managers held.

- the scope, adaptions and ability of the managers to understand the context variables.

- the team skills, regularity and how they are formed or framed at some points.

- team sizing and the rationality of their organization and organigrams according to the development/increase of the needs/activities corresponding to their objectives.

- the use of the technology , once it can facilitate.

- if support is planned and continuous is a positive sign that can help the manager just continue the real/existed plan of making the team connected.

- the understanding to the operations corresponding to sharing and giving feedback to the team in proper way.

- the level of the motivation ; team and individuals.

- empowering and trust if existed or lost due to most of the times fake risk analysis made in an  irresponsible way.

- if the mission has the orientation of performance/leadership improvement depending on facts taking from the activity and team through years of operation.

If theses factors existed it can help the person in charge to develop a positive impact and a change in the performance of the teams and individuals. But if it is just personal efforts or an ability the leader has , maybe he can do some simple balance but for sure it will not be the thing we are talking about in this part.

Developing the team and the individuals means building and growing personal human relationships with people with diverse backgrounds, which is  an asset but that normally takes time. Focusing on the task, especially in emergency situations, might requires to proceed at a fast pace. This “timing mismatch” is the hardest part to me, it can be a source of stress and pressure, but I think this model is useful to keep in mind that balance is the key.  

The team is composed of people with varying educational backgrounds, cultural differences which is a great to get varied opinions. Managing individual commitments to the goal is the greatest challenge. Too much focus on capacity building for one member inadvertently affects other aspects of management as individuals start bringing in personal life stories which affect performance and output, therefore bringing down team performance.

To me my challenges to balance my focus between the T,P and T are the following:

-not being carried away by the little fires/setting priorities

-balancing different work cultures/ethics, especially important in MSF settings

-communication towards the entire group (I am very good at indivivual people management but I forget sometimes to also implement these changes in the bigger team

- list to do and action plan

- priorities

- responsibilities

- time schedule

- no waste time

1. The biggest challenge for me is having conflicting information on the task.

2. Others are workload causes pressure to meet deadlines, lack of team work spirit, disputes/conflicts amongst the team, cultural differences, security issues affect objectives to be achieved, personality from other line mangers who use abusive words to their subordinates.

• Fitting In. Figuring out how to be part of a new work culture can at times be frustrating.
• Being Heard. It takes time to gain the trust of coworkers to get them on board with your ideas especially when coworkers have grudges with issues that are not related to work, thus affect work.
  

The biggest challenges for me is failing to meet daily task. 

Sometimes we can focus only on the needs of the team and ignore individual expectations/needs and vice versa.

The tasks' objectives difficulties may vary according to the project context and different personalities within the team. At times, finding a balance to achieve objectives is difficult.

It is ideal to find a common ground between individuals, task and team. This would be tested during emergencies where there would be not much time for teambuilding and objectives reminders. 

For me, the time management will be a big focus and managing priorities. Learning and getting to know all the individuals in your team:

The manager need to find a way to get the whole team moving towards the same goal, with equal amount of input, energy, participation and maybe most of all, the same responsibility from each of the team member.