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Management Models

john adairs action centered leadership model

Adair’s Action Centred Leadership Model

john adairs action centered leadership model

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:

  • Task achievement
  • Team management
  • Individual management

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.

Task

Just a few of these include:

  • Properly define the scope of the task
  • Identify which tools and resources you need to complete the task
  • Create a plan to achieve the task
  • Set controls and standards
  • Monitor and report on progress
  • Review and adjust the plan as appropriate

Your next step is to take a look at the group participating in the project with you, helping you to bring it to fruition.

Team Management

When you look at the group in general you must:

  • Establish standards for communication, style, culture, and approach
  • Monitor the groups behaviour and establish boundaries for ethics, culture, discipline and conflict
  • Modify the dynamic of the group as necessary
  • Make sure the group is able to cooperate and work as a unified team
  • Lead the group towards the ultimate achievement of its goals

Finally you must look at each individual member of the group separately.

Individual

This involves:

  • Understanding the needs and strengths or weaknesses of each person
  • Helping each person to define his own unique goals
  • Set responsibilities and objectives and reward them for being met
  • Develop strengths and utilise them with proper training

Adair’s model

adairs leadership model

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.

Adair leadership theory

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.

Thanks again

Sean

Sean

 

Sean McPheat

Managing Director – MTD Training

MTD Training   | Image courtesy of Big Stock Photo

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An Important Management Model You Need To Be Using In 2018

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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.

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The Honey & Mumford Management Model – Video Blog

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Understanding Lencioni’s Five Dysfunctions Of A Team – Video Blog

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

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What Fuels Long-Term Business Success?

What fuels long-term business success? Not operational excellence, technology breakthroughs, or new business models, but management innovation—new ways of mobilising talent, Fuelallocating resources, and formulating strategies.

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Using The Tannenbaum and Schmidt Leadership Continuum

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

Exploring Appreciative Inquiry

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:

  1. Discovery
  2. Dream
  3. Design
  4. Destiny

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!

Thanks again,

Sean

Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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Coaching with the SURE Model

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?

  • S – Set Context – Make sure you clearly define your goals for the coaching session or day and how the things you work on will impact the individual’s daily workflow and job performance.
  • U – Understand Situation – This step involves making sure that both you and your trainee have a complete understanding of the situation surrounding the project you will be working on. Do you have a mere piece of the picture or do you understand the overall goals?
  • R – Resolve Issues – Does the person you are coaching have any concerns about his ability to compete the tasks at hand? He may not have access to all of the resources he needs or he may need some additional training. Resolve these issues before you move forward.
  • E – Establish Actions – Once you’re sure the project is well understood, make a list of actionable tasks and let him get started. Check his progress after each action on the list so that you can resolve any pending issues before moving on to the next.

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!

Thanks again,

Sean

Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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Managing Successful Change

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.

  • Be a model for your employees. Believe it or not, many of them are looking to you to for cues as to how they should react to the change your organisation is going through. If you act bitter, they’ll adopt the same attitude in an effort to align with you. Never forget – your attitude is contagious!
  • Remain flexible. The more flexible you are, the more likely your employees will remain flexible. It’s important for everyone involved in the change process to realise that the original plan may need to be tweaked a bit in order to make it work for everyone involved.
  • Let your employees make a contribution. Ask your employees, especially those who may be most impacted by the change, what their thoughts are and whether or not they have any ideas. People who have been included in the thought and planning process are usually much more receptive to change.
  • Communicate often and honestly. Don’t tip-toe around the change process or its intended results. Let your employees know exactly why you’re making the change, what result you expect to achieve, and how the process will work. Don’t lie. Don’t use vague terms. Just share the truth.
  • Be consistent in your support. This sort of works with being a model, but we all know it’s difficult to show our support 100% of the time, especially when things aren’t going well. Make sure that your words and actions are aligned so that there is never any question as to weather or not you support the process or project. Remember – if the process is important to you, it will become important to everyone else involved as well.

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.

Thanks again,

Sean

Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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McGregor’s Theory X Theory Y

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?

Thanks again,

Sean

Sean McPheat

Managing Director

MTD Training   | Image courtesy of Big Stock Photo

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