The rule of 9: the 'enneagrid'.

My thinking about the structure of managing got a real boost from John Adair's work (link to previous post).

But it didn't quite do it for me.

When thinking about our practice as managers, we needs a more tangible and actionable breakdown of Adair's high-level triad.

My approach is to think in terms of three levels of manager attention:

 

1. Mindsets

Your basic personal configuration for effective sustained delivery. 

RESPONSIBILITY -- taken for mission, unit and members as a productive whole 

RELATIONSHIPS -- built and nurtured within the unit you are part of, peers, customers, suppliers and senior levels you are responsible to.

RESPECT -- given to all as the basis for positive influence. 

 

2. Actions

(from Adair)

Clarify the MISSION-- in terms of its strategy (as part of the overall strategy) current work and positioning for what's next.

Equip the UNIT -- with resources, training, protection (to get on with the job), and supporters  through advocacy with stakeholdrs (including your boss, customers, suppliers, and collaborators).

Develop MEMBERS -- as unit members, as individuals growing in skill and capability and as contributors.

 

3. Practices

The three practices that dominate and sustain your actions and their results.

COMMUNICATE Reliably -- Ask, Listen, Seek 'Reliable Promises", Welcome bad news, respond consistently for effective action.

ORGANIZE Efficiently -- Align resources, people, risk and schedule. Understand lead times and defend against distracting diversions.

COACH Constantly -- Every conversation a coaching conversation in some way. Coach continuously, feedback relentlessly and for growth, use errors for growth.

These are structured in the "enneagrid" below.

C A T W O E

From Mr AI

CATWOE is a mnemonic used in business analysis and Soft Systems Methodology to analyze complex problems and define perspectives, ensuring a holistic understanding of a situation. Developed by Peter Checkland, it stands for Customers, Actors, Transformation, Worldview, Owners, and Environmental constraints. 

The Six Elements of CATWOE

• Customers (C): The recipients, beneficiaries, or victims of the system who are impacted by the transformation.
• Actors (A): The people or groups performing the transformation process and implementing changes.
• Transformation (T): The core process that converts inputs into outputs.
• Worldview (W or Weltanschauung): The larger picture or perspective that makes the transformation meaningful.
• Owners (O): Those with the authority to initiate, change, or stop the system.
• Environment (E): External constraints, such as regulations, ethical limits, or resources, that affect the system. 

Purpose and Application
CATWOE is used to break down complex, messy situations into manageable parts, ensuring all stakeholders and factors are considered. It helps in creating a "root definition" of a system—a concise statement describing what the system is and why it exists. By identifying these elements, analysts can uncover potential conflicts early and ensure solutions are robust. 

 

The strategy review convocation

I conducted a strategy review a while back.

No waffle here. A view from each division manager on progress and challenges, a break for coffee, then next,

This is what we mulled over:

The circumstances of your division: market, staff, suppliers

A snapshot of the full picture (usually in Porters 5 terms)

Who are the players--in specific detail of influential people and their effect or how they are effected?

What is the objective of current action?

-- opportunities to leverage? 

-- constraints you face?

-- resources available/committed?

-- what is competing for them?

-- who is affected by these competition factors?

-- will oppose? 

-- effects on our mission: now? Later?

--  relations to corporate objectives?

Over all this is people understanding the strategy:  and strategy is action, not ambition!

What are we seeking to achieve?

What is the purpose of this (the "Why")?

What are our plans and their success indicators?

What is each person's role and are they (1) equipped for it and (2) gaining capability by it?

And how is this measured in terms of success indication?