Juggling your tasks, team & individuals

Let’s be honest, leading and managing a team can be a tough gig at times.  There’s so much to do.  As the manager, you are conscious of the individuals who sit in your team.  You need to get to know each one and learn what makes each individual tick and learn how to manage each person differently.

Then there’s the whole team.  As the manager you are trying your best to create a positive healthy culture where people bring their best selves to work.  A team that feels safe and trusting.

Once you’ve managed to get everyone in a happy place, you can’t forget the tasks/objectives of the team that need completing every day, week and month.

It’s never ending! Trying to juggle all of this can be overwhelming for some managers.

John Adair created a simple model called Action-Centered Leadership.  This model highlights the balance a manager must maintain between three core responsibilities that are shown as three overlapping circles:

• Task
• Team
• Individual

Here’s a quick overview:

1. Task Needs

• This focuses on achieving the goal or completing the task.
• This might include:
  • Defining clear objectives for the team.
  • Planning and allocating resources.
  • Setting performance standards.
  • Monitoring and reviewing progress.

2. Team Needs

• This focuses on building and maintaining a cohesive and collaborative team.
• This might include:
  • Encouraging teamwork and collaboration.
  • Building trust and morale within the group.
  • Resolving conflicts.
  • Ensuring effective communication.

3. Individual Needs

• This part of the model concentrates on supporting, motivating, and developing individual team members.
• Key activities include:
  • Recognising individual contributions.
  • Providing feedback and coaching.
  • Addressing personal development needs.
  • Offering support during challenges.

The link between the three areas

John Adair stresses that these three areas are interconnected:

For example:

As a manager, you can’t focus on all of your attention on the task.  If you do, the team and individuals will suffer. Basically, you’ll have a performing team, but at the heart of it everyone is unhappy.

Similarly, you can’t focus all of your time creating a positive and cohesive team with happy individuals.  If you do, you’ll take your eye of the task.  You’ll have a happy team, but nothing gets done!

Adair’s model takes the view that task, team and individual needs must be constantly considered.  Never lose sight of either part of the model!

A few feedback models

In life we give feedback all the time, we just don’t realise it.  You might tell people about the good, or bad restaurant you’ve been to.  You tell people about a great hotel you’ve recently stayed at.  Sometimes we give direct feedback e.g. on TripAdvisor, or on social media.  It doesn’t stop even when we’re at home!  You might feedback on how nice a meal was, or that your partner looks nice in that dress.  We’re always giving feedback.

So, that begs the question, why do we find giving feedback so difficult in work, especially when that feedback is negative?  A lot of people find giving negative feedback awkward.  You don’t want to make the other person feel upset or uneasy which is why we sugar coat it.  Even at home we do that.  Even if the meal wasn’t nice, you might say it was and if you’re really brave you might feedback on the dress not looking that nice on your partner.  Good luck with that one!

It goes without saying that feedback if vital at work, especially if people are to learn.  Some of the benefits are:

• It encourages improvement
• It can boost motivation & engagement
• It enhances learning & development
• It can strengthen relationships & trust
• It can increase efficiency & productivity
• It can promote accountability

Here’s a couple of models that might help you to structure your feedback.  The models might help you to stop waffling, especially if you’re nervous about the reaction.

BEEF Model

Behaviour: Explain clearly what the person did (positively or negatively)
Example: Give a specific instance of when this has happened
Effect: Describe the effect it had on you or someone else or on the outcome
Future: Advise what you want to happen from now on

AID Model

Action: What did you see the person do? (positively or negatively)

Impact: Explain the impact of that action.

Do: What you would like that person to do now

PEAR Model

Praise: Congratulate the individual on what they have done well

Examples: Give specific examples of where you’ve seen this happen

Ask: When and how can they make sure this happens again?

Reinforce: Provide encouragement and demonstrate how you will personally offer your support to help ensure this happens again going forward

These models can help you to structure your feedback.  Give it a go and see what you think.