1. Situational Leadership ALL-STAFF RETREAT 2010

2. 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

3. 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

4. Session Purpose To provide all Rare staff with a common framework to improve the developmental opportunities in work assignments

5. Low High

6. Development Level of the Individual DevelopedDeveloping D1 Low Competence High Commitment D2 Low to Some Competence Low Motivation D3 Moderate to High Competence Variable Commitment D4 High Competence High Commitment Low High Low High Supporting DirectingDelegating Coaching Level of Supportive Behavior Level of Directive Behavior D4D1D3D2 High Readiness Low Readiness *Also sometimes called skill and readiness

7. A framework to determine the appropriate Leadership style for a specific task What is Situational Leadership?

8. Principles No best Leadership behavior Different approaches for different styles Successful leaders adapt their behavior Successful employees identify which approach they needs

9. Characteristics Productive dialogue Mutual evaluation Pragmatic, not conceptual

10. ALL-STAFF RETREAT 2010 Agenda: Leadership behaviors Leadership styles Competency and commitment Putting them together

11. ALL-STAFF RETREAT 2010 Agenda: Leadership behaviors Leadership styles Competency and commitment Putting them together

12. Low High Tell Show Demonstrate Follow-up Direct Control Provide Structure Directive Behavior

13. Low High Giving Support Praise Ask Encourage discussion Discuss Facilitating Seek and provide feedback Supportive Behavior

14. Leadership behaviors are directive and/or supportive Directive Behavior Supportive Behavior

15. Activity Think of a task you must do in the next 3 – 6 months Step over to the Floor Graph

16. Leadership styles are defined by the amount of directive and supportive behaviors Directive Behavior Supportive Behavior

17. ALL-STAFF RETREAT 2010 Agenda: Leadership behaviors Leadership styles Competency and commitment Putting them together

18. Low High Supportive Behavior 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 Coaching Delegating

19. Low High Supportive Behavior 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 Coaching Delegating

20. Low High Supportive Behavior 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

21. Low High Supportive Behavior 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 Coaching Supporting

22. Low High Supportive Behavior Directive Behavior High S2S3 S4S1 Coaching Supporting Delegating Directing

23. Leadership styles are defined by the amount of directive and supportive behaviors Low High Supportive Behavior Directive Behavior High S2 S3 S4S1 Coaching Supporting Delegating Directing

24. ALL-STAFF RETREAT 2010 Agenda: Leadership behaviors Leadership styles Competency and commitment Putting them together

25. Competency and Commitment ‏ What if I’m not the leader in the situation but the direct report? D4 High Competence High Commitment D3 Capable but Cautious D1 Enthusiastic Beginner D2 Disillusioned Learner D4 High Achiever D3 Moderate–High Competence Variable Commitment D1 Low Competence High Commitment D2 Low–Some Competence Low Commitment

26. ...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

27. Self Competency Level (Skill) Commitment (Motivation) Training/Education? Understand task? Experience. Desire to Achieve Incentive Security Confidence

28. Situational Leadership: From Level of Comfort to Behavior Source: Adapted from Center for Leadership Studies, Inc. CompetenceCommitment Readiness A 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

29. Situational Leadership: From Level of Comfort to Behavior Source: Adapted from Center for Leadership Studies, Inc. CompetenceCommitment Low Readiness A Typical Assignment + = Low 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

30. How Do They Fit Together? Development Level of the Individual DevelopedDeveloping D1 Low Competence High Commitment D2 Low to Some Competence Low Motivation D3 Moderate to High Competence Variable Commitment D4 High Competence High Commitment Low High Low High Supporting DirectingDelegating Coaching Level of Supportive Behavior Level of Directive Behavior D4D1D3D2 High Readiness 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

31. Activity What are some potential challenges to situational leadership?

32. 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

33. Low High

34. How Do They Fit Together? Development Level of the Individual DevelopedDeveloping D1 Low Competence High Commitment D2 Low to Some Competence Low Motivation D3 Moderate to High Competence Variable Commitment D4 High Competence High Commitment Low High Low High Supporting DirectingDelegating Coaching Level of Supportive Behavior Level of Directive Behavior D4D1D3D2 High Readiness 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

35. 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!