Situational Leadership Guide
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Short presentation on the Situational Leadership model.
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Situational Leadership Guide
- 2. LEADERSHIP The art of getting someone else to do something you want done, because he wants to do it! (Dwight D. Eisenhower)
- 3. SITUATIONAL LEADERSHIP Finding and providing what each of your team members need in order to do something you want them to do at their full potential!
- 4. WHAT’S THE CHALLENGE? People & situations are different! You cannot apply one leadership style to everybody!
- 5. WE’RE ALL LEARNING HERE!
- 6. THERE ARE 4 STEPS IN A LEARNING PROCESS 4. SELF-RELIANT ACHIEVER 3. CAPABLE, BUT CAUTIOUS CONTRIBUTOR 2. DISILLUSIONED LEARNER 1. ENTHUSIASTIC BEGINNER
- 7. CHARACTERIZED BY TWO VARIABLES COMPETENCE COMMITMENT Follower’s level of engagement in the learning process. Follower’s level of performance in a certain competence.
- 8. I ENTHUSIASTIC BEGINNER II DISILLUSIONED LEARNER III CAPABLE. BUT CAUTIOUS CONTRIBUTOR IV SELF-RELIANT ACHIEVER • COMMITMENT • COMPETENCE LEARNING PROCESS
- 9. EACH STEP NEEDS A SPECIFIC LEADERSHIP APPROACH!
- 10. CHARACTERIZED BY TWO BEHAVIORS SUPPORTIVE BEHAVIOR DIRECTIVE BEHAVIOR The extent to which a leader engages in one-way communication -spell out what the follower’s role is -tell the follower what to do/when to do it/how to do it -closely supervise performance The extent to which a leader engages in two-way communication -listen, provide support, provide encouragement -facilitate interaction -involve followers in decision-making
- 11. • COMMITMENT - high • COMPETENCE - low DIRECTING SUPPORTING COACHING DELEGATING • COMMITMENT - low • COMPETENCE - some • COMMITMENT - variable • COMPETENCE - high • COMMITMENT - high • COMPETENCE - high Directive behavior Supportivebehavior
- 12. KEY TAKE-AWAY’S People are different and need different leadership approaches. The PM goes through the same process with every new project he initiates. Not everybody starts with a competence from the same step! People on your team can grow to become leaders and maybe even take the project to the next level! (herritage)
Notes de l'éditeur
- I’m going to be talking about a leadership model theoreticized by Hersey and Blanchard.
- This is one of my favourite leadership definitions.
- It’s a leadership model that comes in the solving of specific team management/ project management challenges. I am your leader, not your boss. We’re in this together! What can I do to help you complete the task at full potential? It is YOUR responsibility that the people give their best regarding tasks. If they don’t it’s because you haven’t been situational.
- People: different backgrounds, different knowledge levels, different self-esteem levels, DIFFERENT LEVELS OF MATURITY. Because they are different, they need to be treated differently. So, what we need to keep in mind is the fact that…
- We’re constantly learning! As every project is different, each team member is going through several learning processes during it. It’s either in order to develop a competence, a skill or to perform better on a certain task…
- Think about something you know how to do really well. First you’re really enthusiastic, but don’t know how to do it. Second you’re starting to do it, but it may not meet your expectations so your level of enthusiasm drops. Third, as you practice, you start getting better at it, but your level of confidence is low. You can do it, but you don’t know it yet. Forth, you can do it, you know you can do it and you have confidence.
- Each step reuires different leadership approaches.
- Directive: -spell out what the follower’s role is -tell the follower what to do/when to do it/how to do it -closely supervise performance Supportive: -listen, provide support, provide encouragement -facilitate interaction -involve followers in decision-making
- Let’s say we’re learning how to play the piano so we’re really excited! 1st we listen to a lot of piano music, we watch only tutorials, we buy books and decide to get a teacher. – Teacher gives us resources and indications 2nd we start observing other pianists, we copy what they do, we associate it with the theory we’ve studied. We’re not playing very well, we don’t recognize the key notes, we can’t manage to finish a piano piece flawless. – Teacher helps us better understand our mistakes and learn from them, guides us while playing. 3rd we start playing better as we exercise but we still slip some extra keys, we forget to use F sharp instead of F, aso. Our playing is not that confident, but less mistakes are made. – Teacher encourages us and involves us in decision making regarding how we should approach different pieces, so our playing starts to get personality. We’re independent of our teacher’s indications. We master piano palying! 4th we play flawless, with confidence,
- There is leadership without situational leadership, but you don’t know what you’re missing and how effective it can be. (EXAMPLE: 5 out of 9 team members got management positions in VIP because I took the time to pay attention to them and work on their skills) There are lots of useful tools, but from my experience, the most effective ones are your own, because they are focused on your specific needs! (I’ve build myself a tool because what am I, a farmer? – quote) find what are the variables that are relevant for your project (general ones would be: task competence, task delivery timing, presence, proactivity..), but you can make your own (e.g. one of my tools) You need to be constantly monitoring everything that happens: from meetings, 1to1s, task statuses, performance to emotional state about the project aso. You need to become a little stalker! Reports need to be made not only for management stuff, but also for people management stuff. Feedback is the fruit of champions (John Adair said). It’s the main source you get your information from. That is why it’s important to give it and take it constantly.
- Books/articles/team dynamics/ppl management