TLIC Overview

Over the last ten 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 interelated and yet highly separate components as follows:

Think - the individual's level of knowledge and understanding and ability to take this into consideration

Lead - the individual's ability to achieve effective and efficient outcomes leading self, the task and the team

Influence  - the ability to inspire into action to achieve organisational, individual and team goals

Change - the ability to facilitate transformation through support and action of others so results are achieved

 

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.

Think 

  • What do you know about the situation?
  • What does this mean to you?
  • How does this affect other aspects?

Lead 

  • What personal skills do you need?
  • How will you lead the team
  • What do you need to manage the task?

Influence  

  • How will you motivate and inspire others?
  • What communication approaches will work best?

Change 

  • How can you make the change stick?
  • How will you manage the situation?

 The TLIC Components

  • THINK

    Where it all starts Thinking is a skill that must be learnt, just like any other workplace skill. As people Read More
  • LEAD

    Why you must be able to LEAD  Leadership is a mandatory application for frontline staff, but you cannot lead others Read More
  • INFLUENCE

    Why is it important to INFLUENCE? Effective leadership today is about influence, not authority. Your ability to succeed, therefore, is Read More
  • CHANGE

    What is change? Continuous and quality improvements are not possible without change. A great organisation and the great leaders within Read More
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