The Honey & Mumford management model has been discussed at length over the years, and it still remains one of the highest valued management models in the training and development industry. Therefore, I thought it would be a good idea to revisit the Honey & Mumford learning cycle today to remind us all why this management model in particular has become such an interesting model to follow.
One management model that has stood the test of time is Patrick Lencioni’s Dysfunctions Of A Team. Lencioni stated that every team has the potential to be highly dysfunctional and in order for a team to run smoothly and effectively, managers need to understand the 5 key dysfunctions that a team can succumb to in order overcome them. The short video below explains the principles behind this management model and tells you how you can use the model to improve the effectiveness of your own team. Learn More
What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation—new ways of mobilising talent, allocating resources, and formulating strategies.
Gary Hamel’s book, The Future of Management, outlines the fact that innovation and creativity is vital if managers are going to survive much further into the 21st century. Learn More
I’m delighted to let you know that we now have our own channel on youtube!
We’ve currently got 20 short training tips on the channel, with more being uploaded every week.
So when you need a quick dose of training in specific subjects, hop over to our MTD channel and download one of our programmes.
With subjects like The Seven Deadly Sins of Emails, Running Effective Meetings, Effective Listening Skills, How to use the 7S Model, and many more, it’s a goldmine of bite-sized information that can be viewed whenever you have a few spare moments.
Watch out for new titles every week!
The Tannenbaum and Schmidt Continuum levels help us determine at what levels we should delegate authority to our team members.
It all depends on their aptitude, competency and motivation, but if we get the level of delegation right, we can achieve great results and encourage our team members to take on more responsibilities. Here are the levels that Tannenbaum and Schmidt covered: Learn More
Appreciative Inquiry is a newer term not many of you may be familiar with. It is, in short, the act of learning about and appreciating the values that those around us have to offer.
You’ve heard the phrase “find the best in others.” That’s exactly what appreciateive inquiry is about. In business, and as a manager, it’s your responsibility to work with people until you uncover their positive traits – the traits you and your team can use and appreciate.
According to Carol Wilson, there are four main stages when it comes to appreciative inquiry. They are:
You start by discovering what you have – learning about what is working for your team right now and what could potentially change based on the traits and skills you have uncovered. You then take the time to think about (or dream up) the best possible outcome possible. After you have an idea, you have to design a plan that will bring those dreams to fruition. You then determine the destiny by figuring out exactly how your design can most naturally exist, combining both new and existing resources without upsetting the old systems.
You must evolve and emerge.
Appreciative inquiry isn’t about forcing change. It’s about learning about the traits, skills, and characteristics of your team members you didn’t realize existed and allowing them to evolve naturally into your processes – with a little encouragement, of course!
John Adair, one of the most respected leadership trainers in the world, spent years developing what is now known as Adair’s Action Centred Leadership Model. The model has three main parts, of which any good manager or leader should be familiar with. As a manager, you’ll need to be able to use all of these elements in your decision making process in order to control situations, keep things in balance, and get the results you ultimately desire.
The three components of Adair’s Action Centred Leadership Model are:
You have sets of responsibilities within each component of the model. Let’s start with your responsibilities as a manager in charge of achieving a task. Just a few of these include:
Your next step is to take a look at the group participating in the project with you, helping you to bring it to fruitition. When you look at the group in general you must:
Finally you must look at each individual member of the group separately. This involves:
In all three categories you can see how important it is for you to be active in your approach. There’s no passive method for dealing with employees or projects with Adair’s model. No matter what model you follow, you’ll find that dealing actively with employees is a far more effective, proactive approach.
Coaching, as I’m sure you’re aware, is much different than mentoring. When you coach an individual you have a certain level of responsibility for him learning certain definable functions so that he can complete his work tasks effectively and on goal.
The SURE model is one of the most effective coaching models I’ve come across in a while. It provides managers and coaches with a simple checklist of tasks and goals that need to be taken during each step of the coaching process.
So what does the SURE model stand for?
The SURE model of coaching allows coaches and trainees to work together to establish balance and order while learning at the same time. Follow this model and you’re guaranteed to have a successful outcome every time!