situational leadership all-staff retreat 2010. what is a bright spot? a bright spot is a positive...
TRANSCRIPT
Situational Leadership
ALL-STAFF RETREAT 2010
What is a Bright Spot?
A Bright Spot is a positive deviation; a successful effort worth emulating.
“These flashes of success—these bright spots—can illuminate the roadmap for action and spark the hope that change is possible.”
Dan and Chip Heath Switch: How to Change Things When Change is Hard
Overview of Situational Leadership
Challenge
Need to be more responsive leaders
Tool
Situational leadership Job Aid
Impact
Some leadership team members using this process in their work
Session Purpose
To provide all Rare staff with a common framework to improve the developmental opportunities in work assignments
LowHigh
Development Level of the Individual
Developed Developing
D1Low Competence
High Commitment
D2Low to Some Competence
Low Motivation
D3Moderate to High Competence
Variable Commitment
D4 High Competence
High Commitment
Low High
Low
HighSupporting
DirectingDelegating
Coaching
Lev
el o
f S
up
po
rtiv
e B
ehav
ior
Level of Directive Behavior
D4 D1 D3 D2
High
Readin
ess Low
Readiness
*Also sometimes called skill and readiness
A framework to determine the appropriate Leadership style for a specific task
What is Situational Leadership?
Principles
No best Leadership behavior
Different approaches for different styles
Successful leaders adapt their behavior
Successful employees identify which approach they needs
Characteristics
Productive dialogue
Mutual evaluation
Pragmatic, not conceptual
ALL-STAFF RETREAT 2010
Agenda:
• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together
ALL-STAFF RETREAT 2010
Agenda:
• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together
LowHigh
Tell ShowDemonstrateFollow-up
DirectControlProvide Structure
Directive Behavior
Low
High
Giving SupportPraiseAskEncourage discussion
DiscussFacilitatingSeek and provide feedback
Supportive Behavior
Leadership behaviors are directive and/or supportive
Directive Behavior
Su
pp
ort
ive
Beh
avio
r
Activity
•Think of a task you must do in the next 3 – 6 months
•Step over to the Floor Graph
Leadership styles are defined by the amount of directive and supportive behaviors
Directive Behavior
Su
pp
ort
ive
Beh
avio
r
ALL-STAFF RETREAT 2010
Agenda:
• Leadership behaviors• Leadership styles• Competency and commitment• Putting them together
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
Give me your
ideas then
I’ll decide.
Bounce your
ideas off me,
it will help
you decide.
Why don’t
you decide?
We’ll do it this
way.
SupportingDirecting
CoachingDelegating
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
Give me your
ideas then
I’ll decide.
Bounce your
ideas off me,
it will help
you decide.
Why don’t
you decide?
We’ll do it this
way.
Supporting
Directing
CoachingDelegating
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
Give me your
ideas then
I’ll decide.
Bounce your
ideas off me,
it will help
you decide.
Why don’t
you decide?
We’ll do it this
way.
Supporting
Delegating
Directing
Coaching
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
Give me your
ideas then
I’ll decide.
Bounce your
ideas off me,
it will help
you decide.
Why don’t
you decide?
We’ll do it this
way.
Delegating
Directing
CoachingSupporting
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
S2S3
S4 S1
CoachingSupporting
Delegating Directing
Leadership styles are defined by the amount of directive and supportive behaviors
Low High
Su
pp
ort
ive
Beh
avio
r
Directive Behavior
High
S2S3
S4 S1
CoachingSupporting
Delegating Directing
ALL-STAFF RETREAT 2010
Agenda:
• Leadership behaviors
• Leadership styles• Competency and commitment• Putting them together
Competency and Commitment
What if I’m not the leader in the situation but the direct report?
D4
High Competence
HighCommitment
D3
Capable butCautious
D1
EnthusiasticBeginner
D2
DisillusionedLearner
D4
HighAchiever
D3
Moderate–High Competence
Variable Commitment
D1
Low Competence
High Commitment
D2
Low–Some Competence
LowCommitment
. . .is a function of knowledge, skills, education, experience.. . .is a function of confidence and motivation
Competence . . .
Commitment . . .
Competence Commitment+ = Development Level*
Also referred to as Readiness level
Self
Competency Level (Skill)
Commitment (Motivation)
Training/Education?
Understand task?
Experience.
Desire to Achieve
Incentive
Security
Confidence
Situational Leadership: From Level of Comfort to Behavior
Source: Adapted from Center for Leadership Studies, Inc.
Competence Commitment ReadinessA Typical
Assignment + =
Relatively new campaign manager running a campaign for the first time
Person stepping up into a larger role
Campaign manager has to perform a particular task for the “umpteenth” time
Person working in their core area of strength on a task he / she is passionate about
Lowest
Highest
D1
Situational Leadership: From Level of Comfort to Behavior
Source: Adapted from Center for Leadership Studies, Inc.
Competence Commitment
Low
ReadinessA Typical
Assignment + =
Low
High
High
Low
High
Low
High
Relatively new campaign manager running a campaign for the first time
Person stepping up into a larger role
Campaign manager has to perform a particular task for the “umpteenth” time
Person working in their core area of strength on a task he / she is passionate about
Lowest
Highest
D1
How Do They Fit Together?
Development Level of the Individual
Developed Developing
D1Low Competence
High Commitment
D2Low to Some Competence
Low Motivation
D3Moderate to High Competence
Variable Commitment
D4 High Competence
High Commitment
Low High
Low
HighSupporting
DirectingDelegating
Coaching
Lev
el o
f S
up
po
rtiv
e B
ehav
ior
Level of Directive Behavior
D4 D1 D3 D2
High
Readin
ess Low
Readiness
• Assess competence and commitment.*
• Mark on the “D” scale• Draw a line upward into the boxes• Where the line intersects the
curve is the indication of the leadership style most effective
*Also sometimes called skill and readiness
Activity
What are some potential challenges to situational leadership?
Activity
•Write question that could help you assess your competence for a task
•Write questions that could help you assess your commitment to a task
LowHigh
How Do They Fit Together?
Development Level of the Individual
Developed Developing
D1Low Competence
High Commitment
D2Low to Some Competence
Low Motivation
D3Moderate to High Competence
Variable Commitment
D4 High Competence
High Commitment
Low High
Low
HighSupporting
DirectingDelegating
Coaching
Lev
el o
f S
up
po
rtiv
e B
ehav
ior
Level of Directive Behavior
D4 D1 D3 D2
High
Readin
ess Low
Readiness
• Assess competence and commitment.*
• Mark on the “D” scale• Draw a line upward into the boxes• Where the line intersects the
curve is the indication of the leadership style most effective
*Also sometimes called skill and readiness
References:Blanchard, Ken; Fowler, Susan, and Hawkins, Laurence. Self Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Self Leadership. New York: Harper Collins, 2005
Argyris, Chris, and Donald Schön. Theory in Practice. San Francisco: Jossey Bass, 1974. (The original presentation of the theory of action approach, this remains the best introduction. The focus is on individuals and their theories-in-use.)
Thanks for attending!