Testimony Kris Harold

Over the last five years as we have worked with frontline staff in a variety of workplaces and work contexts, we have confirmed our belief that true frontline competency can be broken into four interrelated and yet highly separate components as follows:

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In his action centredTM Leadership theory, John Adair (http://www.johnadair.co.uk/) maintains that in all leadership situations there are three elements that have needs which must be met and equally balanced so that success is achieved. These are the needs of the task, the team and the individual members of the team. An effective leader, in Adair's model, therefore, has the ability to balance the competing priorities of all three elements so that success is achieved.

Building on Adair's theories, we believe that you must have the necessary understanding and capacity to make a difference. It is only then that you can start to lead. In order to truly succeed in leadership, however, you must be able to not only balance the requirements of the task, the team and individual (including yourself), you must also be able to integrate the critical skills of influence and change management and leadership so that people remain motivated and change sticks.

Each of the components of the TLICTM model have distinct sub-elements. We believe these address the most common aspects of the role of the frontline manager. These are not, however, the extent of the model. The power of the TLICTM model for development is that the four core components can be applied to a range of workplace leadership situations, including time management, performance management, stress management, communicating with others etc. so that success is achieved. The process, roughly outlined below, involves using the key components as a thinking framework and then, if need be, refering to the elements within those components to provide further guidance.

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