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The Managerial Grid graphic below is a very simple
framework that elegantly defines seven basic styles that characterize workplace behavior
and the resulting relationships. The seven styles are based on how two fundamental concerns
(concern for people and concern for results) are manifested at varying levels whenever people
interact.
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I expect results and take control by clearly stating a course of action. I enforce rules that
sustain high results and do not permit deviation. |
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I support results that establish and reinforce harmony. I generate enthusiasm by focusing on
positive and pleasing aspects of work. |
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I endorse results that are popular but caution against taking unnecessary risk. I test my
opinions with others involved to assure ongoing acceptability. |
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I distance myself from taking active responsibility for results to avoid getting entangled
in problems. If forced, I take a passive or supportive position. |
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I provide leadership by defining initiatives for myself and others. I offer praise and
appreciation for support, and discourage challenges to my thinking. |
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I persuade others to support results that offer me private benefit. If they also benefit,
that’s even better in gaining support. I rely on whatever approach is needed to secure an
advantage. |
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I initiate team action in a way that invites involvement and commitment. I explore all facts
and alternative views to reach a shared understanding of the best solution. |
The Grid theory translates into practical use through Grid style relationship skills that people experience day
in and day out when they work together. These relationship skills depict the typical and vital behaviors for each style that
make relationships effective or ineffective. Some behaviors strengthen and motivate teams while others obstruct
progress.
- Critique - Learning from experience by anticipating and examining how behavior and actions affect
results
- Initiative - Taking action to exercise shared effort, drive, and support for specific activities
- Inquiry - Questioning, seeking information, and testing for understanding
- Advocacy - Expressing attitudes, opinions, ideas, and convictions
- Decision-Making - Evaluating resources, criteria, and consequences to reach a decision
- Conflict Resolution - Confronting and working through disagreements with others toward resolution
- Resilience - Reacting to problems, setbacks, and failure, and understanding how these factors influence the ability to move forward
Grid theory makes behaviors as tangible and objective as any other corporate commodity. By studying each of the
seven Leadership Grid styles and the resulting relationship skill behaviors, teams can examine, in objective terms, how behaviors
help or hurt them. They can explore types of critique that work best for them and why. They can openly discuss how
to improve decision-making and conflict resolution skills. These and other subjects usually considered "off limits"
in terms of productivity are the very subjects that usually impede productivity. The Grid approach makes these
subjects not only "discussable" but measurable in objective terms that generate empathy, motivation to improve,
and creativity.
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