Presentation on theme: "Situational Leadership"— Presentation transcript:
1Situational Leadership Empowering People to Be Their Best!
2Stages of Learning Unconscious incompetence Conscious incompetence Conscious competenceUnconscious competence
3Response to Leadership What factors influence how people respond to your leadership?Why do some respond differently than others?Take a few ideas from the group.
4The Leader’s Role: A Catalyst for Performance “To reach inside each employee and release his/her unique talents into performance.”First, Break All the RulesIf this is the role of leader – how do they do it? Each employee is unique so requires a unique approach. What they found in the research with over 800, 000 people world wide is that the best managers treated everyone differently. This goes counter to the “fairness” ethic. Each person has different needs depending both on their personal style and on their developmental level on each task so the “right” thing to do to release their talents is to adapt your style to suite them. This may look unfair, but if you communicate to people why you are doing this then they can become partners with you in identifying their needs and asking for the support they need from you.“Creates performance in each employee by speeding up the reaction between the employees talents and the company’s goals, and between the employees talents and the customers’ needs.”First, Break All the RulesInterviewed the best managers in the world and systematically compared their answers with average managers.Over 80,000 managers in over 400 companiesGreat managers recognize that each person is motivated differently, has his own woay of thinking and own style of relating to others.Great managers do not treat everyone equally!“ The manager role is to reach inside each employee and release his unique talents into performance.”
5The Four Leadership Styles DirectingCoachingSupportingDelegatingThere is no best style!There is only the best match to the person and the task.Ask if they can remember what each style is.
6Determining Development Level Development is a combination of:Competence Knowledge & SkillsCommitment Motivation & ConfidenceCompetence is evident in performanceCommitment is evident in attitudes and behaviours such as body language, eye contact, etc.Cultural differences in non-verbals may make it more difficult to determine commitment because motivation (or interest and enthusiasm) is usually communicated differently in different cultures. Also can be communicated differently in different styles. For example – a person who is an introvert will not be as overtly expressive if they are very interested or enthusiastic about something as an extrovert will be.
7The Four Development Levels HighModerateLowHigh CompetenceHigh CommitmentModerate to High CompetenceVariable CommitmentLow to Some CompetenceLow CommitmentLow CompetenceD4Self-reliant AchieverD3Capable but Cautious PerformerD2Disillusioned LearnerD1Enthusiastic BeginnerRemember that development level does not apply to the person, it applies to the task.Eg. You may be D4 in sales or service but in leadership you are D2 or D3 – or even more specifically, you could be a D3 in decision making and goal setting but a D2 in feedback and performance management. You can use this model to identify your own developmental needs as well.As a manager this is challenging as it requires you to pay attention to the strengths and talents of your team so you will know what style they need in each situation.
8Leadership Styles Combine Two Behaviours Directive Behaviour:How to do the taskTelling and showingProviding frequent feedbackKey to developing competenceSupportive Behaviour:Develops initiative, attitudes and feelings towards taskPraising, listening, encouraging, involvingKey to building commitment
9Directive Behaviour Setting goals and objectives Planning and organizing work in advanceIdentifying job prioritiesClarifying roles (leader and employee)Establishing timelinesDetermining methods of evaluationTeaching the employee how to do a taskClosely supervising progress
10Supportive Behaviours Encouraging, reassuring, praisingListening to problems (job and non-job related)Involving the person in decision makingExplaining whyEncouraging self-reliant problem solvingMaking info about the organization accessibleDisclosing information about selfEncouraging teamwork
11Leadership Style & Development Level D2: Disillusioned Learner: Need to build both competence and commitmentD3: Capable but Cautious Performer: Build commitment by incr. confidence in ability to go soloD1: Enthusiastic BeginnerNeed and want direction to get started. Create success asap.D4: Self-reliant AchieverCompetence & commitment increase with full control/resp.Any questions about the model
12Self Awareness is KeySelf knowledge is a “must” to be a trusted leader:Know how personal style and preferences work for or against you.Find ways to use strengths and compensate for weaknesses.Now let’s look at how to apply all this. The first place to start is by understanding that, like personal style, you have a preferred leadership style.
13The Leader Behavior Analysis LBA II Style FlexibilityPrimary Leadership StyleSecondary Leadership StyleDeveloping Leadership StyleStyle EffectivenessHow do I Improve?
14How well are you able to jump between different styles? Style FlexibilityHow well are you able to jump between different styles?
15Primary Leadership Style Where are you most comfortable as a leader?
16Secondary Leadership Style What is your back-up strategy?
17Developing Leadership Style What do you need to work on?
18Style EffectivenessAre you making the best leadership choices for each situation?
19Exploring Style Effectiveness Groups of 3-4Look at your 2 assigned scenarios from the LBAIILook at the rating for each answer (P, F, G, or E) on the style effectiveness section.Discuss why the answers are rated this way.Do you agree or disagree? Explain.Report back to the group.
20How Do I Improve?Partner with someone who has your weakest style as their strongestAsk for coaching when handling situations that require your developing styleAsk your team to tell you what they would like from you (support or direction)
21All Styles Identify desired outcomes Ensure goals are clear Observe and monitor performanceGive feedback
22Development & Regressive Cycles Every new task goes through 4 sequential levelsPerformance improvements prompt forward shifts in leadership stylePerformance decreases prompt backwards shiftsMove one style at a timeLeave-alone-zap!Leave alone zap style is when manager tells inexperienced person what to do – S1 then jumps to an inappropriate delegating style.