Action Centred Leadership

John Adair’s action-centred

leadership model

The three parts of Adair's Action-Centred Leadership model are commonly represented by three overlapping circles, which is a trademark belonging to John Adair. Adair's famous 'three circles' model is one of the most recognizable and iconic symbols within management theory. When you refer to this diagram for teaching and training purposes please attribute it to John Adair, and help preserve the integrity and origins of this excellent model.

John Adair's action-centred leadership task-team-individual model adapts extremely well (as below) for the demands of modern business management. When using it in your own environment think about the aspects of performance necessary for success in your own situation, and incorporate local relevant factors into the model to create your own interpretation. This will give you a very useful management framework:

Your responsibilities as a manager for achieving the task are:

· identify aims and vision for the group, purpose, and direction - define the activity (the task)

· identify resources, people, processes, systems and tools (inc. financials, communications, IT)

· create the plan to achieve the task - deliverables, measures, timescales, strategy and tactics

· establish responsibilities, objectives, accountabilities and measures, by agreement and delegation

· set standards, quality, time and reporting parameters

· control and maintain activities against parameters

· monitor and maintain overall performance against plan

· report on progress towards the group's aim

· review, re-assess, adjust plan, methods and targets as necessary

Your responsibilities as a manager for the group are:

· establish, agree and communicate standards of performance and behaviour

· establish style, culture, approach of the group - soft skill elements

· monitor and maintain discipline, ethics, integrity and focus on objectives

· anticipate and resolve group conflict, struggles or disagreements

· assess and change as necessary the balance and composition of the group

· develop team-working, cooperation, morale and team-spirit

· develop the collective maturity and capability of the group - progressively increase group freedom and authority

· encourage the team towards objectives and aims - motivate the group and provide a collective sense of purpose

· identify, develop and agree team- and project-leadership roles within group

· enable, facilitate and ensure effective internal and external group communications

· identify and meet group training needs

· give feedback to the group on overall progress; consult with, and seek feedback and input from the group

Your responsibilities as a manager for each individual are:

· understand the team members as individuals - personality, skills, strengths, needs, aims and fears

· assist and support individuals - plans, problems, challenges, highs and lows

· identify and agree appropriate individual responsibilities and objectives

· give recognition and praise to individuals - acknowledge effort and good work

· where appropriate reward individuals with extra responsibility, advancement and status

· identify, develop and utilise each individual's capabilities and strengths

· train and develop individual team members

· develop individual freedom and authority