©American Management Association. All rights reserved. Blanchard 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 use with 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 in order 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 a variety 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