The Management Blog
Tips & advice to help you improve your performance
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.
What is Adair’s leadership model?
The three components of Adair’s Action Centred Leadership Model are:
You have a set 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 fruition.
When you look at the group in general you must:
Finally you must look at each individual member of the group separately.
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 action centred leadership model. No matter what model you follow, you’ll find that dealing actively with employees is a far more effective, proactive approach.
The three areas overlap. Of course, each activity has a series of sub-activities, and the success of each task hinges upon the others.
For example, you can’t build a solid team if you haven’t properly trained the individual members. The individual members won’t ever gain the right level of experience if they don’t have a strong team to support them. You’ll never see a project or task come to successful completion unless each of your teams or individual employees is trained to meet the deadlines and quality expectations you have set.
Each area of Adair’s leadership theory depends on the others. Not one part can stand alone. In order to be an effective manager, you’ll have to identify the strengths and weaknesses of your team members. Perhaps, for example, one of your employees has a time management problem. The solution is to get him extra training or guidance when it comes to organising his workflow. If left untreated, the problem may grow until it eventually has a negative impact on an important project.
I find Action Centered Leadership to be a proactive management model. It involves actively evaluating and reevaluating your tasks and team in order to identify issues and make changes before they turn into real problems. Avoiding problems will make your job much easier in the long run.
Managing Director – MTD Training
In life, there are often no blueprints on how things should be done.
However, when it comes to being a manager, there are existing and proven management models that one can follow to improve their own performance and that of their team.
Being a leader is no easy task, and one that is not natural to many of us.
Most managers often wish there was some kind of a blueprint that they can follow that will help them make the right decisions and leading their team.
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
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!
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!
We’ve talked about change before but today I want to touch on how you, as a manager, are responsible for managing successful change within your workplace. There’s really no spectacular magic potion that will make this happen easily. You’ll always have an employee or two who want to resist change, but there are a few things you can do to help the process along.
Managing change can be incredibly difficult, but with a strong focus and a level head any manager can lead his team through a rough patch. Have you had trouble managing change in the past? Please share your experiences.
Back in 1960, a gentleman by the name of Douglas McGregor published a book known as “The Human Side of Enterprise.” In his book he shared some in-depth analysis of the way human beings behave in the workplace. He developed two distinct models: Theory X and Theory Y.
Theory X states that every one of us inherently dislikes working and will do whatever we can to avoid it. Because of this dislike of work, our superiors feel as though it’s important to control and direct us, sometimes even threating us, before we’ll get anything done. Managers who apply Theory X tend to be tough to deal with because their goals are to take away our options so that we have no choice but to get the job done.
Theory Y managers are a bit different. They understand that working takes a considerable amount of effort, but that work is a natural human attribute – we’re as likely to work as we are to sleep or eat. A Theory Y manager will work to promote a satisfying workplace in which individuals can work together to solve problems, use creative solutions, and seek out additional responsibilities without feeling forced.
Obviously, the attitudes attached with Theory X and Theory Y are completely different. One will promote a nurturing work environment and the other will promote an environment in which people really won’t want to work, but both are important to different workplace environments. A manager controlling a group of employees in a dangerous metal shop may need to stick to a strict Theory X management model, while a manager in an office place with a small sales staff may find the Theory Y style more appropriate.
As a manager you are responsible for delegating authority, making decisions, and controlling your workgroup. You can do so under each theory, but which one is more appropriate for your own workplace?