Did you realise that as a leader you will become a juggler?
Leadership and Management models exist to help us to make sense of what is going on. The trouble starts when we try to match our everyday experience with the “ideal” of a model. And your real learning starts as you find that no two situations are the same and you are responsible for many tasks and groups of people.
So, what Leadership model could help? John Adair’s model of Action Centred Leadership is still valid today. A well loved favourite to help the leader, it explains what is happening and how to act. The original crisp three-sphere diagram will help you to start. Then multiple tasks turn you into a juggler as you try to keep all the balls in the air. And, of course, these are becoming heavier and of different sizes!
Life as a leader is indeed complex
Your overriding concern, however, is to translate your organisation’s strategy and direction into action and generate performance through people.
Of course you aren’t alone in this. There will be other people with responsibilities in specialist areas and some of what they do with overlap with you. Indeed it is quite likely that the people in your team/s will have a stake in other teams. Ah, another ball to juggle, this one is about compromise, negotiation as you become part of the executive team.
But let’s get back to Adair’s interconnecting spheres
This model is a good place to start and will serve you well. Of course the diagram is short hand for more detailed explanation and I would recommend that you spend some time getting to grips with Adair’s reasoning.
Adair bases the Leader’s role as balancing the needs of the three elements: Task, Individual and Team. These overlap but concentrating on one aspect will mean having to play catch-up with the others. Life isn’t always neat.
Once you are fully clear on the task, you will then supply its needs. So create your plan, identify and arrange sufficient resources, (human and material). Defining its quality and standards you will include a risk assessment, assess financial needs and identify the skills needed to carry it out.
Where the spheres overlap, the elements work together from a leader’s point of view. As leader in the centre, you will inspire and manage each sector’s needs to achieve your results.
New Leader, New Team
If you don’t already have a team, you will be selecting people with the right attributes. However, it is quite likely that you will be working with people who are already available to you, perhaps an established departmental team. In either case, you will need to assess ability and skills and continually develop them.
Don’t underestimate the level of emotional development that you will encourage. You will be using your own influential skills to motivate individuals and bring them together to form your team. This people relationship has emotional roots as you inspire, coach and support each person and build synergy in the team.
Ensuring effective communication at all levels. includes the personal goals of your individuals in your evaluation of the task. You will all have gained valuable experience, especially you as a leader. Assess what went well, what would you do differently next time? You should recognise both individual contribution and team work of a job well done. When you reward individuals, ensure against being divisive.
You will gain a working knowledge of people’s skills and behaviours, and skills. This gives you a head-start for future projects, ready to catch the next ball that is thrown at you.
A prolific business writer, Adair has produced many helpful books. If you are a new leader, try this one:
(please note that I only recommend items that I have confidence in. If you choose to use this link to make your purchase, I may receive a small commission from the vendor. However, this does not incur any extra expense for you)