Leading Others and Teams

Understand four distinct leadership styles Assess situations to determine the best leadership style Increase ability to modify leadership style based on the needs of the employee Understand the specific steps to take for effective delegation Create a delegation plan for a specific task you want to delegate. Objectives

How would you describe the difference between a manager and a leader? What behaviors would demonstrate each of them? Manager vs. Leader

Leader Behaviors Adapted from The Leader Within (Zigarmi, O’Connor, Blanchard, Edenburn), 2005 D4R3R2D1R4R1 TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR

The frequency of task-focused and relationship-focused behaviors gives shape to four basic leadership styles – Telling – Selling (Coaching) – Participating – Delegating Leadership Styles

Telling - S1 Adapted from The Leader Within (Zigarmi, O’Connor, Blanchard, Edenburn), 2005 TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR

Telling – Young Frankenstein Put the Candle Back! video - put the candle back.mp4 Keys: Continually communicating what the goals are and how they are to be accomplished Leader initiates problem solving and decision making

Selling (Coaching) – S2 Adapted from The Leader Within (Zigarmi, O’Connor, Blanchard, Edenburn), 2005 TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR

Selling (Coaching) - Moonstruck Scene: The Proposal Keys: Leader maintains the final decision-making power Ultimate test is whether the employee feels heard and positive about decision Least instinctive style

Participating – S3 Adapted from The Leader Within (Zigarmi, O’Connor, Blanchard, Edenburn), 2005 TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR

Participating - Hoosiers Scene: Measuring the Basketball Court Keys: Leader facilitates the problem solving of others If task or goal is so critical that you cannot afford to fail, S3 may not be appropriate 65-70% of leaders see themselves as S3 leaders

Delegating – S4 Adapted from The Leader Within (Zigarmi, O’Connor, Blanchard, Edenburn), 2005 TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR

Delegating – Apollo 13 Scene: Failure is Not an Option Key: Leader transfers both responsibility and authority for goal and task accomplishment NOT dumping unwanted work!

Identifying Leadership Styles – Activity TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR Key S4: Leader transfers both responsibility and authority for goal and task accomplishment Key S3: Leader facilitates the problem solving of others Keys S2: Leader maintains the final decision-making power Ultimate test is whether the employee feels heard and positive about decision Key S1: Leader initiates problem solving and decision making

Which style do you think you use most frequently? Personal Style Preference

Determining which style to use depends upon…

Competence (Ability/Skill) – Has he/she been appropriately trained? – Has he/she had recent, relevance experience doing it? Commitment (Motivation) – Is he/she confident in performing the task? – Is he/she motivated to perform the task? When to Use - Readiness Level Relative to a Task D4 High competence High commitment Readiness Level of Individual D3 High/moderate competence Variable commitment D2 Some/low competence Low commitment D1 Low competence High commitment R4 High competence High commitment developingdeveloped R3 High competence Variable commitment R2 Some competence Variable commitment R1 Low competence Low commitment

1. What is competency level of employee? (high, some, low) – Appropriately trained and… – Recent, relevant experience 2. What is the commitment level (high, variable, low) – Confident – Motivated 3. Based on competency and commitment levels, what is readiness level? Assessing Readiness Level D4 High competence High commitment Readiness Level of Individual D3 High/moderate competence Variable commitment D2 Some/low competence Low commitment D1 Low competence High commitment R4 High competence High commitment developingdeveloped R3 High competence Variable commitment R2 Some competence Variable commitment R1 Low competence Low commitment

Assessing Readiness Level Has employee been appropriately trained? AND Has employee had recent, relevant experience? No Yes R1 Is the employee confident and motivated? No or mixed Yes R3 R2 Is competence level “some” or “high”? Some High R4

Scenarios 1-4 Readiness Activity

Putting Readiness and Styles Together TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR D4R3R2D1R4R1

In those that didn’t match, what might the leader have done differently? Which Scenario Leaders Used Appropriate Style?

1.Prepare beforehand 2.Clearly define the task to be completed 3.Clearly outline the time frame within which the task must be completed 4.Define the level of authority he or she is to use with this task – Level 1: The authority to recommend – Level 2: The authority to inform and initiate – Level 3. The authority to act NOTE: If possible, give them the authority to act. Watch your own motives for using Level 1 & Level 2. 5.Identify checkpoints when you meet to review to review progress and offer guidance 6.Hold a debrief session to discuss what went well, what could be improved, and what was learned. Effective Delegation 23

Delegation Plan 24

1.Focus on strengths rather than weaknesses to increase performance. 2.Match work tasks to strengths to engage people. 3.Target strengths when recruiting and selecting talent. 4. Leverage strengths to motivate behaviour change. Leveraging Individual Strengths 25 Adapted from: Five ways to leverage strengths in organisations Sophie Francis, October 15, 2014

What if we’ve tried everything?

Applying Situational Leadership to Team Development

Characteristics of Effective Teams What is my commitment to the team? Who does the work? How will we operate? How do we work together? What are we trying to accomplish ? Shared Vision, Purpose & Goals Individual Contributions Effective Relationships Established Systems And Processes Clear Roles & Responsibilities

Team Performance Curve P R O D U C T I V I T Y TEAM DEVELOPMENT FORMING Understanding tasks & Expectations Clarifying Roles NORMING Identifying what works Shifting work based on skills & preferences STORMING Trying out the process Building relationships REFORMING Team members leave or join the team Scope of work changes PERFORMING Getting things done Recognizing results Understanding and appreciating differences Adapted from The Wisdom of Teams by Jon R. Katzenbach and Douglas K. Smith (HarperBusiness, 1993)

For each team of which you are a part, what is the stage of team development? Why? Table Discussion

TASK BEHAVIOR S3S2 S4S1 SUPPORTINGCOACHING DELEGATINGDIRECTING low high low directive high supportive high directive high supportive low directive low supportive high directive low supportive S3S2 S4S1 PARTICIPATINGSELLING (COACHING) DELEGATINGTELLING high low task high relationship high task high relationship low task low relationship high task low relationship RELATIONSHIP BEHAVIOR Norming (S3) Storming (S2) Performing S4 Forming (S1)

What leadership style would be most appropriate for this stage? What could the leader or members of the team do to help this team move forward? Table Discussion: Brainstorming

Activity

Leaders What were some of the things you did? What style of leadership would you say you used most? (task vs. relationship behaviors?) What worked well? What didn’t work so well? Team members What worked well for your assigned readiness level? What happened when a new team member joined? Emergency team members How did you feel when you joined the team? What did the leader do that helped you engage? Debrief

Four distinct leadership styles Two characteristics used to assess employee readiness Style with high task and high relationship behaviors Five stages of team development Summary

Situational Leadership is both an ART and a SCIENCE