©American Management Association. All rights reserved.©American Management Association. All rights reserved. Blanchard 2238 12.10

Welcome

Understanding and Appreciating Situational Leadership® II“The Art of Influencing Others”

©American Management Association. All rights reserved. VA 2

The Three Skills of a Situational Leader

1. Diagnosis—assessing development needs

2. Flexibility—using a variety of leadership styles comfortably

3. Partnering for Performance—reaching agreements with others about the leadership style they need

©American Management Association. All rights reserved. VA 3

Leadership

Leadership is an influence process.

When you are a leader, you work with others to accomplish their goals and the goals of the

organization.

©American Management Association. All rights reserved. VA 4

Leadership Style

The pattern of behaviors you usewith others, over time, as

perceived by them

There is no one best leadership style… It depends

©American Management Association. All rights reserved. VA 5

Beliefs and Values about People

• People can and want to develop.

• Leadership is a partnership.

• People thrive on involvement and communication.

©American Management Association. All rights reserved. VA 6

Diagnosis

The willingness and ability to look at a situation and assess the

developmental needs of employees inorder to decide which leadership style

is the most appropriate for the goal or task at hand

©American Management Association. All rights reserved. VA 7

Development Level

• Competence

• Commitment

©American Management Association. All rights reserved. VA 8

Competence (CAN do)

• Demonstrated goal- or task-specific knowledge and skills

• Transferable knowledge and skills

How would you know someone has competence?

©American Management Association. All rights reserved. VA 9

Commitment (WANT to do)

• Motivation

• Confidence

©American Management Association. All rights reserved. VA 10

Development Level 1

©American Management Association. All rights reserved. VA 11

Development Level Descriptors (D1)

• Hopeful

• Inexperienced

• Curious

• New/unskilled

• Optimistic

• Excited

• Eager

• Enthusiastic

• Don’t know what they don’t know

©American Management Association. All rights reserved. VA 12

The Needs of a D1

• Acknowledgement of enthusiasm and transferable skills

• Clear goals and roles

• Priorities

• Action plans

• Information

• Boundaries and limits

• Step-by-step plan for learning

• Direction about what and how

• Frequent feedback on progress

• Concrete examples

©American Management Association. All rights reserved. VA 13

Development Level 2

©American Management Association. All rights reserved. VA 14

Development Level Descriptors (D2)

• Overwhelmed

• Confused

• Demotivated

• Demoralized

• Frustrated

• Disillusioned

• Discouraged

• Still learning

• Inconsistent performance

• Flashes of competence

©American Management Association. All rights reserved. VA 15

The Needs of a D2

• Involvement in clarifying goals and action plans

• Perspective that progress is being made

• Assurance that it’s okay to make mistakes

• Explanations of why

• Opportunities to share concerns and be heard

• Reassurance

• Advice

• Coaching to build skills

• Help in analyzing successes and mistakes

• Praise for progress

©American Management Association. All rights reserved. VA 16

Development Level 3

©American Management Association. All rights reserved. VA 17

Development Level Descriptors (D3)

• Mostly self-directed and productive

• Capable

• Contributing

• Self-critical

• Cautious

• Doubtful

• Insecure

• Tentative/unsure/hesitant

• Bored/apathetic

©American Management Association. All rights reserved. VA 18

The Needs of a D3

• A sounding board to test ideas

• Good questions to build self-reliant problem-solving skills

• Praise for high levels of competence and performance

• The opportunity to take the lead in goal-setting and action planning

• Encouragement and support

• Help in removing obstacles to goal achievement

• Help in looking at past successes and skills objectively to build confidence

©American Management Association. All rights reserved. VA 19

Development Level 4

©American Management Association. All rights reserved. VA 20

Development Level Descriptors (D4)

• Justifiably confident

• Consistently competent

• Inspired/inspires others

• Expert

• Autonomous

• Self-assured

• Accomplished

• Self-reliant/self-directed

• May be asked to take on too much

©American Management Association. All rights reserved. VA 21

The Needs of a D4

• Trust

• Variety

• Autonomy

• Opportunity to teach and mentor others

• Acknowledged/to be valued for contributions

©American Management Association. All rights reserved. 22

©American Management Association. All rights reserved. VA 23

Flexibility

The willingness and ability to use avariety of leadership styles

comfortably.

©American Management Association. All rights reserved. VA 24

Directive Behavior

The extent to which a leader…

• Sets goals and clarifies expectations

• Tells and shows an individual what to do, when, and how to do it

• Closely supervises, monitors, and evaluates performance

©American Management Association. All rights reserved. VA 25

Directive Behavior

• Structure

• Organize

• Teach

• Supervise

• Evaluate

©American Management Association. All rights reserved. VA 26

Supportive Behavior

The extent to which a leader…

• Engages in more two-way communication

• Listens and provides support and encouragement

• Involves the other person in decision making

• Encourages and facilitates self-reliant problem solving

©American Management Association. All rights reserved. VA 27

Supportive Behavior

• Ask for input

• Listen

• Facilitate problem-solving

• Explain why

• Encourage

©American Management Association. All rights reserved. VA 28

The Four Leadership Styles

©American Management Association. All rights reserved. VA 29

Leader Behavior

In all four styles, the leader

•Makes sure goals and expectations are clear

•Observes and monitors performance

•Gives feedback

©American Management Association. All rights reserved. VA 30

A Leader Has Three Choices

1. Match

2. Oversupervise

3. Undersupervise

©American Management Association. All rights reserved. VA 31

The Match—The SLII® Model

©American Management Association. All rights reserved. VA 32

“Leader Decides”

“Let’s talk;Leader decides”

“D4 Decides”

“Let’s Talk;D3 Decides”

Decision Making Styles