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!