Leading with Impact Workbook SITUATIONAL LEADERSHIP Course Overview Welcome to Performance Management. To support your ongoing development and set you up for success, we have created the Leading with Impact Series. This workshop has been designed to focus on the key skills you will need to help others develop, learn new skills, and find their personal success. Learning Objectives • • • Define Situational Leadership Understand your leadership style and adapt it according to the situation Apply the Situational Leadership Model to manage your people more effectively 1 Leading with Impact Workbook Situational Leadership Situational Leadership is based on the premise that to be an effective manager, you must: • Be comfortable with more than one style • Recognize which style to use based on the situation • Be open to discussing your leadership style The Situational Leadership Model 2 Leading with Impact Workbook Situational Leadership Profiles Profile S1/S3 • See some people as lazy, unreliable, and irresponsible • Think people need to be coerced, rewarded, punished and closely supervises them. • Leaders who adapt this style often are doing little to develop the potential of the people they don’t like. Profile S1/S4 • Suggest that if you are competent you will be left alone, but if you are incompetent, they will closely supervise your activities. • “Telling” or “delegating” style. • Leaders with this style are effective at crisis intervention. Profile S1/S2 • Tend to be able to raise and lower their relationship behavior, but they often feel uncomfortable unless they are providing the structure and direction. • Also tends to be characteristic of employees who have become supervisors of other employees but are reluctant to give up doing the work. 3 Leading with Impact Workbook Situational Leadership Profiles cont. Profile S2/ S3 • Do well working with people of average levels of readiness, but they find it difficult to handle discipline problems and low readiness work groups. • Have difficulty delegating to competent people. Profile S2/S4 • Feel less secure if they are not providing much of the direction as well as developing a personal relationship with people in an environment characterized by twoway communication (high supportive behavior). • Only occasionally do leaders with this style find a person to whom they feel comfortable delegating. Profile S3/S4 • While this style profile is appropriate for working with moderate to high levels of development, it may undergo problems with inexperienced people who require more direction during the early phases of the developmental cycle. • Common with leaders that have a competent staff that needs little direction from the “top.” 4 Leading with Impact Workbook Situational Leadership Assessment Observations & Learnings ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… 5 Leading with Impact Workbook Competence and Commitment To determine which leadership style is most appropriate, assess the situation and the needs of your people. Competence Task Knowledge and skill Experience Transferable skills Commitment Motivation Confidence Competence (or skill) refers to whether the person has the expertise, the training, and the ability to perform a task to the standards required. Commitment (or will) refers to whether the person has the motivation and confidence to perform the task to the standards required. 6 Leading with Impact Workbook Developmental Levels Enthusiastic Beginner- These individuals tend to be new to a role or trying something for the first time. They lack the skills, knowledge, and experience, but they are excited about the work. Disillusioned Learner- These individuals tend to be frustrated, unmotivated, and lacking the necessary skills and abilities to perform. Capable but Cautious Performer- These individuals tend to have the skills and abilities required for the role but lack the interest and the motivation to get things done. They know the job, but their heart isn’t in it. Self-Reliant Achiever- These are high performing individuals, possessing the skills and abilities to get things done while enjoying doing it. This is what we all strive to be! Activity 7 Leading with Impact Workbook Think about a direct report, client, manager or colleague with whom you work. On the diagram provided, plot a point that represents your assessment of the individual’s development level. Please list some of the reasons that lead you to make this assessment. Notes ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… ……………………………………………………………………………………………………………… 8 Leading with Impact Workbook Applying Your Style Directing- A directing style tends to work well with enthusiastic beginners. These are individuals that need and appreciate close guidance and direction. Coaching- A coaching style tends to work well with disillusioned learners. Individuals who find themselves here need leaders that help them break out of their circumstances by finding a role or a project that impacts their motivation (moving them toward D1) or that taps into their skills (moving them toward D3). Supporting- A supporting style works well with capable but cautious performers. These individuals benefit from a style that requires them to reflect on their real interests, the things that motivate them most, so that they can ultimately make the necessary changes. Delegating- A delegating style works well with self-reliant achievers. These individuals tend to thrive when they’re given the autonomy to make decisions and get things done their way. Three Skills of a Situational Leader 9 Leading with Impact Workbook Diagnosis The ability to assess an individuals need for direction and support (their development level). Flexibility The ability to use a variety of leadership styles comfortably. Partnering for Performance The ability to create agreements about what you and your team members need from each other as you work together. 10 Leading with Impact Workbook Situational Leadership Takeaway I plan to incorporate the following concepts and/or tasks based on what I have learned about this topic: 1. 2. 3. 11
