I had a conversation with a client the other day about how they were dealing with different personalities in their business. I knew it was one of those chats where I had to get a specific message across.
Thinking about it afterwards reminded me of how I like to be communicated with. This is at times different to how others like to be treated. I’m the kind of person who likes the straight-shooting approach. Coming originally from New Zealand where there are fewer people and the “Fishpond” is much smaller, I’ve grown up with the greater tendency over there to be told exactly what is needed in black & white.
When I’m being mentored or led by someone else, what works is for me to be told what the specific tasks are and results needed. Then, if you leave me to my own devices, I’ll do the research, set up the plan and roll it out with only a small amount of help or encouragement. Keeping an eye on me and/or having a coffee with me is useful at times, more for the social and innovative ideas that come from it than for any need for “help”.
This person I was speaking with was not like that at all. They needed to be spoken to with gentle gloves and much encouragement. It was one of those conversations where I needed to be very supportive and enabling.
It really got me thinking about a model I have used personally for many years. It is a simple reminder to us all to think about what the other person needs from us prior to rushing in and the telling them what we want or must have.
The model is the Situational Leadership Model. Please note I’m not saying you should only ever communicate with people using one of the four steps outlined below. However, personally I’ve found them to be a real help when thinking through tough conversations where results need to occur in short timeframes.
This model looks at the world of leadership inside of 4 simple styles as follows:
Style 1 – Directing
The person leading provides a specific direction & closely monitors task accomplishment.
Style 2 – Coaching
The leader makes sure they direct & closely monitor things, but also explains decisions, elicits suggestions, and provides support where needed.
Style 3 – Supporting
The leader uses a facilitative & supportive approach toward the achievement of tasks using the shared-responsibility decision-making principle.
Style 4 – Delegating
The leader turns over the responsibility for decision-making and problem-solving to the person and/or team in question.
Here’s a short presentation by Ken & Scott Blanchard about how using Situational Leadership II can make a huge difference to the conversations you have with your people. If you get your leadership working with their direct reports in a powerful way that encourages talent-management processes and continuously increases performance, then you tend to keep your people for longer periods.
Have a think about your own business unit and or company. Do you use a variety of styles when working with your people, or just one over and over? Who are the people you find tougher to work with and why do you think this is? How flexible are you with regard to communicating and getting results in your own teams? Consider changing your leadership style when you are working with certain team members.
Have a think about your own business unit and or company. Do you use a variety of styles when working with your people, or just one over and over? Who are the people you find tougher to work with and why do you think this is? How flexible are you with regard to communicating and getting results in your own teams? Consider changing your leadership style when you are working with certain team members.
Have a think about your own business unit and or company. Do you use a variety of styles when working with your people, or just one over and over? Who are the people you find tougher to work with and why do you think this is? How flexible are you with regard to communicating and getting results in your own teams? Consider changing your leadership style when you are working with certain team members.
Peopleformance 