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.

Everything is generated from the core management obligation: to take responsibility [link to page on responsibility with arrows, thence other diagrams