Situational Leadership—How to Adapt Your Leadership Style & Why It's Important
Situational Leadership—How to Adapt Your Leadership Style & Why It's Important Presented by: Mike Scott 2013 Mike Scott Western CPE 243 Pegasus Drive Bozeman, MT 59718 (800) 822-4194 Fax: 206.774.1285 Email: wcpe@westerncpe.com Web: www.westerncpe.com Situational Leadership—How to Adapt Your Leadership Style & Why It's Important Course CPE Information Field of Study Business Management and Organization. Some state boards may count credits under different categories—check with your state board for more information. Course Level Basic. Prerequisites There are no prerequisites. Advance Preparation None. Course Description Proponents of the situational style of leadership believe that the most effective corporate leaders are the ones who are capable of modifying their leadership style to the individual needs of their employees and to the ever-changing business landscape. Situational leadership in the workplace is based on the theory that individual employees are better led in a variety of fashions. Situational leaders do not rely on just one method of motivating, but rather tailor their approach to the immediate competence and commitment level of their employees. All relationships, with employees and clients, improve immediately. The workplace environment is enhanced immensely. This presentation provides the knowledge for business leaders to clearly understand their own behavior and leadership styles and those of the people they deal with both internally and externally. It provides the tools necessary to determine exactly where an employee is at any given time and specific ways of dealing with the employee and the situation for maximum effectiveness. It will teach the basic behavior styles and their positive and negative impact on any given situation. © Copyright Mike Scott 2013 Mike Scott Western CPE Situational Leadership—How to Adapt Your Leadership Style & Why It's Important Notice: This publication is designed to provide accurate information in regard to the subject matter covered. It is provided with the understanding that neither the author, the publisher, nor any other individual involved in its distribution is engaged in rendering legal, accounting, or other professional advice and assumes no liability in connection with its use. Because regulations, laws, and other professional guidance are constantly changing, a professional should be consulted should you require legal or other expert advice. Information is current at the time of printing. Mike Scott Western CPE Situational Leadership—How to Adapt Your Leadership Style & Why It's Important Learning Objectives Course learning objectives clearly define the knowledge, skills, or abilities you will gain by completing the course. After completing this course, you will be able to: Determine the dominant and secondary behavior styles of their current employees for application immediately upon returning to work. Quickly assess real work and client situations to determine which leadership style to adopt for maximum effectiveness. Quickly assess real work and client situations to determine which leadership style to adopt for maximum effectiveness. Make all relationships work better. Identify when they are over supervising or under supervising an employee, why they are doing it, and how to quickly change behavior to be more effective. Teach others about this process and enhance the overall results of all relationships. Act confidently in any situation with the knowledge they have learned and practiced. Mike Scott Western CPE AGENDA Situational Leadership How to Adapt Your Leadership Style and Why It Is Important Facilitator: Mike Scott Purpose: The purpose of this training is to build a strong understanding of the different behavior and leadership styles and consciously learn, as a leader, to how to make all relationships work better and enhance the productivity of your employees, Review the agenda for this workshop What you want from the workshop Understand leadership styles Understanding behavior styles The driving forces for each behavior style under different situations The driving forces for each leadership under different situations Determining the strengths and weaknesses of each behavior style Determining your behavior style Determining your leadership style Determining your employees’ and other people’s behavior styles Deciding how to alter our behavior and leadership styles to make all relationships work better Deal with any parking lot issues Confirm Action Steps Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 1 Action Items Date__________ "The value of an idea lies in the using of it." Thomas Edison Due Date & Time Action Item Done Accountability Partner’s Name: _____________________________ Phone Number: _____________________ Dates to Call: _________________ / ________________ / ________________ / _________________ The purpose for the follow-up Accountability Calls is to support your partner to apply the concepts from this seminar. Accountability Call Agenda: 1. Confirm completion of the first commitment you made from the Seminar Action Items. 2. Make a new action item commitment from your Seminar Action Items. 3. Make a new Accountability Call appointment. Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 2 Action Items (Overflow Sheet) Due Date & Time Action Item Mike Scott and Associates 800-990-6540 Date__________ www.TotallyAccountable.com Done Tampa, Florida Mike@TotallyAccountable.com PAGE 3 Action Items (Overflow Sheet) Due Date & Time Action Item Mike Scott and Associates 800-990-6540 Date__________ www.TotallyAccountable.com Done Tampa, Florida Mike@TotallyAccountable.com PAGE 4 INFORMATION TRANSFER FORM (I.T.F.) B/P (IF(rmFotrm = Business task or Form) Personal task P? = Priority of the task: (S) (F) (N) Mike Scott and Associates Specific Date - Action date & due date are the same Flexible Date - Flexible action date prior to an inflexible due date No Date - No planned action date and no consequences if not done (Just captured ideas) Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA. Find this form at: www.mikescottandassociates.com B/P P? Delegated to Mike Scott and Associates 800-990-6540 TASKS / PROJECTS / THOUGHTS / IDEAS / REQUESTS / DELEGATIONS (with deadline date) www.TotallyAccountable.com DUE DATE / TIME Tampa, Florida Mike@TotallyAccountable.com PAGE 5 INFORMATION TRANSFER FORM (I.T.F.) B/P = Business task or Form) Personal task (IF(rmFotrm P? = Priority of the task: (S) (F) (N) Mike Scott and Associates Specific Date - Action date & due date are the same Flexible Date - Flexible action date prior to an inflexible due date No Date - No planned action date and no consequences if not done (Just captured ideas) Use this form in meetings for random thoughts. Use for one day only. Enter incomplete tasks into the Master Task System in the SPA. Find this form at: www.mikescottandassociates.com B/P P? Delegated to Mike Scott and Associates 800-990-6540 TASKS / PROJECTS / THOUGHTS / IDEAS / REQUESTS / DELEGATIONS (with deadline date) www.TotallyAccountable.com DUE DATE / TIME Tampa, Florida Mike@TotallyAccountable.com PAGE 6 “It does take some trust to be able to delegate, and that trust needs to be wisely placed. If we delegate responsibilities to people who aren’t capable of handling them, the outcome may not turn out the way we want it.” - Stephen Covey "It's easy to get good players. Getting them to play together, that's the hard part." - Casey Stengel "A major reason capable people fail to advance is that they don't work well with their colleagues." - Lee Iacocca Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 7 BEHAVIOR STYLES Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 8 BEHAVIOR STYLES Dominant Style at work – No pressure, everything is working perfectly, no worries, no particularly bad challenges, easy going, deadlines being met Secondary Style at work – Lots of pressure, worries, fear, big challenges with no answers TA for Talker Your Style DO for Doer DOM / SEC ______/______ DOM / SEC TH for Thinker CO for Controller Weakness and a Plan _______________________________ PLAN OF ACTION ______/______ _______________________________ Direct Reports’ Styles DOM / SEC PLAN OF ACTION Easiest _____________ ______/______ _______________________________ Difficult ____________ ______/______ _______________________________ ____________________ ______/______ _______________________________ ____________________ ______/______ _______________________________ ____________________ ______/______ _______________________________ Co-workers Styles PLAN OF ACTION Your Boss’s Style DOM / SEC Easiest ______________ ______/______ _______________________________ Difficult _____________ ______/______ _______________________________ Best Customer _______ ______/______ _______________________________ Worst Customer _____ ______/______ _______________________________ Best Vendor _________ ______/______ _______________________________ Worst Vendor _______ ______/______ _______________________________ Significant Other ____ ______/______ _______________________________ Child ______________ ______/______ _______________________________ Other ______________ ______/______ _______________________________ Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 9 "Teamwork is the ability to work together toward a common vision; the ability to direct individual accomplishments toward organizational objectives. It is the fuel that allows common people to attain uncommon results." - Andrew Carnegie "The achievements of an organization are the results of the combined effort of each individual." - Vince Lombardi Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 10 Situational Leadership Based on the Model Developed by Ken Blanchard and Paul Hersey Benefits of this portion of the training program: Improve communication and become a more trusted and credible leader Learn how to use situational leadership to achieve greater productivity by infusing energy, self-reliance and drive within your employees Create a collaborative work environment to achieve faster sustainable results Increase your effectiveness in setting goals, providing clear direction, listening, observing, monitoring and giving feedback Retain your most talented employees by being more responsive to their development needs What is delegation of work? _____________________________________________________________________________ _____________________________________________________________________________ What are 3 benefits of delegating work? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ What are 3 challenges with delegating work? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Mike Scott and Associates (800) 990-6540 Mike@TotallyAccountable.com Tampa, Florida www.TotallyAccountable.com PAGE 11 Development Levels The right leadership style will depend on the person being led - the follower. The model is extended to include the Development Level of the follower. The leader's chosen style should be based on the competence and commitment of his followers. The possible development of followers falls into four levels, which named D1 to D4: D1: Low Competence, High Commitment - They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction. D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly. D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader. Development Levels are also situational. A person might be generally skilled, confident and motivated in their job, but would still drop into Level D1 when faced, say, with a task requiring skills they don't possess. For example, many managers are D4 when dealing with the day-to-day running of their department, but move to D1 or D2 when dealing with a sensitive employee "issue". Leadership and development matching Blanchard and Hersey said that the leadership style (S1 - S4) of the leader must correspond to the development level (D1 - D4) of the follower. Furthermore it is the leader who must adapt, not the follower. To get the most of situational leadership, a leader should be trained in how to operate effectively in various leadership styles, and how to determine the development level of others. By adopting the right style to suit the follower's development level: 1)Work gets done; 2)Relationships are built up; and most importantly, 3)The follower's development level will rise to D4, to everyone's benefit. Mike Scott and Associates (800) 990-6540 Mike@TotallyAccountable.com Tampa, Florida www.TotallyAccountable.com PAGE 12 Leadership Behavior of the Leader Leadership style is the amount of direction and support that the leader provides to their followers. Leadership styles, in this concept, are categorized into four behavior types named S1 to S4: S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. For people who lack competence, but are enthusiastic and committed. They need direction and supervision and direction to get them started. S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more twoway. For people who have some competence but lack commitment. They need direction and supervision because they are relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decisionmaking to restore their confidence. S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. S4: Delegating Leaders Low task focus, low relationship focus. The leader is still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little or no supervision or support. Of these, no one style is considered optimal or desired for all leaders to possess. Effective leaders need to be flexible, and must adapt themselves according to the situation. However, each leader tends to have a natural style, and in applying situational leadership he must know his intrinsic style. Mike Scott and Associates (800) 990-6540 Mike@TotallyAccountable.com Tampa, Florida www.TotallyAccountable.com PAGE 13 The Skills of an Effective Situational Leader Diagnosis—The First Skill of a Situational Leader Define Development Level as a Measure of a Person’s Competence and Commitment on a Specific Goal or Task Identify the Characteristics and Needs of Others at the D1, D2, D3, and D4 Levels of Development Develop Skills in Successfully Diagnosing Development Level Flexibility—The Second Skill of a Situational Leader Identify Directive and Supportive Behaviors Describe the Four Leadership Styles: Directing, Coaching, Supporting, and Delegating Learn What a Leader Does in All Four Styles Be Able to Start a Conversation in Each of the Four Styles Describe Differences between the Four Leadership Styles Learn How Flexible You Are and Which of the Four Styles You Are Most Comfortable Using Identify the Skills You Need in Order to Adapt Your Leadership Style from One Situation to Another The Match Match Leadership Style to Development Level Learn How Effective You Are in Diagnosing Development Level and Choosing the Appropriate Leadership Style Explain the Negative Impact of Over-supervision and Under-supervision on Others’ Performance and Morale Practice Diagnosing Development Level and Using the Four Leadership Styles Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 14 "Coming together is a beginning. Keeping together is progress. Working together is success." - Henry Ford "Talent wins games, but teamwork and intelligence wins championships." - Michael Jordan "The leaders who work most effectively, it seems to me, never says 'I'. And that's not because they have trained themselves not to say 'I'. They don't think 'I’. They think 'we'; they think 'team’. They understand their job is to make the team function. They accept responsibility and don't sidestep it, but 'we' gets the credit.... This is what creates trust, what enables you to get the task done." - Peter Drucker Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 15 Development Levels D1: Low Competence, High Commitment - They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction. D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly. D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader. Leadership Behavior of the Leader S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. For people who lack competence, but are enthusiastic and committed. They need direction and supervision and direction to get them started. S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. For people who have some competence but lack commitment. They need direction and supervision because they are relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their confidence. S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. S4: Delegating Leaders Low task focus, low relationship focus. The leader is still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little or no supervision or support. Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 16 Exercises to Practice Determining Developmental Styles and Effective Leadership Styles Exercise 1 For example, Jim, a new person joins your team and you're asked to help them through the first few days. You sit him in front of a PC, show him a pile of invoices that need to be processed today, and you leave to attend a meeting. What is new person’s Developmental Level? D1____ D2____ D3____ D4 ___ What is the Leadership Style being used? S1____ S2____ S3____ S4____ Exercise 2 You're handing over the work to an experienced colleague before you leave for a vacation. You've listed all the tasks that need to be done, and a set of instructions on how to carry out each one. What is the new person’s Developmental Level? D1____ D2____ D3____ D4 ____ What is the Leadership Style being used? S1____ S2____ S3____ S4____ What would be the result if you swapped the Leadership Styles in each of the Exercises? Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 17 Development Levels D1: Low Competence, High Commitment - They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction. D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly. D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader. Leadership Behavior of the Leader S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. For people who lack competence, but are enthusiastic and committed. They need direction and supervision and direction to get them started. S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. For people who have some competence but lack commitment. They need direction and supervision because they are relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their confidence. S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. S4: Delegating Leaders Low task focus, low relationship focus. The leader is still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little or no supervision or support. Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 18 Suppose there was a noise outside of this room that was bothering us. You want the noise stopped. Give examples of how you would ask someone to handle the situation using each of the Leadership Styles. You do not know the Development Level of anyone in this situation. S1 _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ S2 _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ S3 _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ S4 _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 19 Development Levels D1: Low Competence, High Commitment - They generally lack the specific skills required for the job in hand. However, they are eager to learn and willing to take direction. D2: Some Competence, Low Commitment - They may have some relevant skills, but won't be able to do the job without help. The task or the situation may be new to them. D3: High Competence, Variable Commitment - They are experienced and capable, but may lack the confidence to go it alone, or the motivation to do it well or quickly. D4: High Competence, High Commitment - They are experienced at the job, and comfortable with their own ability to do it well. They may even be more skilled than the leader. Leadership Behavior of the Leader S1: Directing/Telling Leaders High task focus, low relationship focus, leaders define the roles and tasks of the 'follower', and supervise them closely. Decisions are made by the leader and announced, so communication is largely one-way. For people who lack competence, but are enthusiastic and committed. They need direction and supervision and direction to get them started. S2: Coaching/Selling Leaders High task focus, high relationship focus, leaders still define roles and tasks, but seek ideas and suggestions from the follower. Decisions remain the leader's prerogative, but communication is much more two-way. For people who have some competence but lack commitment. They need direction and supervision because they are relatively inexperienced. They also need support and praise to build their self-esteem, and involvement in decision-making to restore their confidence. S3: Supporting/Participating Leaders Low task focus, high relationship focus. Leaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation. S4: Delegating Leaders Low task focus, low relationship focus. The leader is still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved. For people who have both competence and commitment. They are able and willing to work on a project by themselves with little or no supervision or support. Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 20 Choose a current delegation situation you have What is the situation? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ To whom will you delegate it? _________________________________________ What is their Developmental Level regarding this situation D1__ D2__ D3__ D4__ What Leadership Style will you use with this delegation? S1__ S2__ S3__ S4 ___ What will you say and how will you say it? _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ Mike Scott and Associates 800-990-6540 www.TotallyAccountable.com Tampa, Florida Mike@TotallyAccountable.com PAGE 21
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