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.
