27 Continued from previous page AT RIGHT: JOHN ADAIR’S ACTION-CENTERED LEADERSHIP THREE CIRCLE FRAMEWORK A READY REFERENCE CRIB SHEET FOR PUBLIC SECTOR LEADERS/MANAGERS TASKS PLAN Your organisation’s plan should be clear, concise and written ORGANISE Determine who does what, when, where and how DIRECT Make sure activities contribute to objectives. Be decisive CONTROL Manage all resources at your disposal to avoid waste and abuse TEAM VISION Have a vision for the team and share it STRATEGY Know what strategies you will use to achieve success INVOLVEMENT Agree on major objectives, targets and principal activities COMMUNICATION Communicate fully and frequently MANAGE TIME In a crisis, time is even more critical. It can never be re-cycled MOTIVATION Recognise achievement Be fair Resolve conflicts promptly Defend the team against spurious attacks and unfair criticism Rotate assignments FOCUS ON THE FUTURE Plan for work and life after the crisis SYNERGY Structure the team to increase the impact of joint efforts INDIVIDUALS SKILLS Assign the person best suited to a given task EXPECTATIONS Let individuals know what you expect of them INDIVIDUALITY People are unique individuals and may react differently in a crisis. Give feedback sensitively especially when it is mostly negative THE HUMAN TOUCH Advise, counsel and reassure DISCIPLINE Praise in public censure in private, but be prompt EMPOWER Give authority in line with Competence and Commitment OPPORTUNITIES Provide avenues for learning new skills
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