After overcoming the usual fun, it was probably 10 minutes before my phone caller went out into the air and took a break. Liz was very exercised by the annoying incident that happened that day. She is a very talented project manager for an IT company, and her boss Mike has just completed her new project. Without respecting Liz’s experience, abilities and commitments, Mike felt it was appropriate to take good care of the situation. Not only did he explain the project to her, but he “helped” her to make a detailed plan. It caused Liz a feeling of great frustration and contempt. what a pity.
Coincidentally, the same week I drank coffee with an old colleague working for a recently acquired company. The new CEO George is still working on an acquisition. In a hands-off style, he knows what the elderly should do and hopes it will work. But as an operations manager, my friend Fred is currently challenging new product streams and supply chains. He is having a hard time understanding it and is deeply worried about failing.
Obviously, both Mike and George made that mistake. But they are not alone, as bosses around the world often make mistakes. Leaders tend to have a primary or default management style and are unaware that not all members of the team are in the same development stage. This is probably not surprising given that many leadership theories promote certain leadership traits. Thankfully, the world has transitioned from Taylorism in the early 1900s, encouraging leadership primarily based on organizational needs.
Later, theorists such as Kenneth Blanchard turned to the concept of contextual leadership. In this model, Blanchard encourages leaders to adapt their leadership styles based on the learner’s needs and ability and commitment development level. In my first example, Liz had to be left alone once briefed. Fred, meanwhile, needed more guidance on what was expected and how new operations would meet those expectations.
How to adapt your leadership style to any situation
The first thing here is for leaders to embrace the concept of one size. Indeed, both Mike and George will one day understand it correctly. However, the risk of making a mistake is enormous.
As leaders, we must treat every task we set up for our people as different. Fred is a very capable operations manager. But he is now presented with some new complexity and needs to learn it. But that doesn’t mean that all other aspects of his work need to be explained.
Therefore, as a leader, it is always advisable to consider the situation first, without over-complexing it.
1.1. Target. Clarify the goals you want your team members to achieve. Do you remember SMART’s goals? The new versions are: S-Specific, measurable and time-limited. M-motivated; A-achievable; R-related; T-traceable. Over time, we will coordinate both parties with what is expected.
2.2. diagnose. Stop and slow down a bit to think about the learner’s developmental stages. Is she / he competent and committed to this job? There are four possible scenarios. D-1: Low ability / High commitment; D-2: Low ability / Low commitment. D-3: High capacity / variable commitment. D-4: High ability / high commitment.
3.3. matching. Therefore, as a result of determining the learner’s level of development, we need to properly adapt our leadership style. Directive leadership style is suitable for D-1 level development. The “coaching” style is suitable for D-2. D-3 listening support approach and D-4 delegation style. In other words, four different styles that match four different situations.
The last word
I’ve heard that employees are said to leave their boss instead of leaving the organization. I have witnessed this truth directly in the myriad of employee engagement surveys we have conducted over the years.
We live in the strangest times, and “mass layoff” is a reality. Do leaders need to reflect on their leadership style more than ever before? What is your main or default style? How effective is your ability to adapt your style to the situation and the individual you are leading?
https://gulfbusiness.com/alans-corner-situational-leadership/ Alan’s Corner: Situational Leadership