Situational Leadership SLII People Centered Leadership ASQ Cleveland

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Situational Leadership SLII (People Centered Leadership) ASQ Cleveland Section 800 March 16, 2016 Bob

Situational Leadership SLII (People Centered Leadership) ASQ Cleveland Section 800 March 16, 2016 Bob Graham RLGSLG@AOL. COM © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 1

My Leadership Style is …. . One size doesn’t fit ALL and one size

My Leadership Style is …. . One size doesn’t fit ALL and one size doesn’t fit ALL the time. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 2

60% of our employees have smartphones and are presumably more connected than ever before

60% of our employees have smartphones and are presumably more connected than ever before … But few of them are satisfied with the quantity or quality of connection at work. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 3

The Dysfunctionally Connected Workplace 28% of people say they rarely or never discuss their

The Dysfunctionally Connected Workplace 28% of people say they rarely or never discuss their goals 70% say they wish they did 64% wish they could talk to their leader about challenges with colleagues But only 8% do So, more connected in some ways and dramatically and dysfunctionally connected in other ways. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 4

The Leadership-Profit Chain © 2005 The Ken Blanchard Companies. All rights reserved. Do not

The Leadership-Profit Chain © 2005 The Ken Blanchard Companies. All rights reserved. Do not duplicate. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 5

Leadership-Profit Chain Truths § § § Effective strategic leadership only indirectly predicts organizational vitality.

Leadership-Profit Chain Truths § § § Effective strategic leadership only indirectly predicts organizational vitality. Effective operational leadership directly predicts positive employee passion. Positive employee passion directly predicts customer devotion. Employee passion directly predicts organizational vitality. Customer devotion directly predicts organizational vitality. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 Truths 6

The Biggest Leadership Mistakes 1. Lack of listening 82% 2. Undersupervision, oversupervision, direction, or

The Biggest Leadership Mistakes 1. Lack of listening 82% 2. Undersupervision, oversupervision, direction, or delegation 81% 3. Lack of management skills 76% 59% 4. Lack of support/inappropriate support 5. Lack of accountability Mistakes © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 7

Top Five Things Leaders Fail to Do 1. Fail to provide feedback (recognition or

Top Five Things Leaders Fail to Do 1. Fail to provide feedback (recognition or redirection) 82% 2. Fail to listen or involve 81% 76% 3. Fail to use the right leadership style (oversupervise or undersupervise) 4. Fail to set clear goals 5. Fail to develop others 76% 59% Fail to Do © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 8

The Power of Leadership Organizations that have excellent leaders grow at a rate of

The Power of Leadership Organizations that have excellent leaders grow at a rate of 10 times faster than those that do not. © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 9

Formal and Informal Leadership Situational Leadership Can be Utilized: Ø By Formal Leaders §

Formal and Informal Leadership Situational Leadership Can be Utilized: Ø By Formal Leaders § Direct Reporting Relationship Ø Informal Leaders Ø Peer-to Peer Ø Applicable to Teams © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 10

Situational Leadership II ® The World’s Most Widely Used Leadership Development Model © 2013

Situational Leadership II ® The World’s Most Widely Used Leadership Development Model © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 11

What are your needs? Which involve PEOPLE? © 2013 The Ken Blanchard Companies. All

What are your needs? Which involve PEOPLE? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 12

Components We Will Cover Included in the SLII Experience : Skill 1—Goal Setting §

Components We Will Cover Included in the SLII Experience : Skill 1—Goal Setting § Be able to write SMART goals to establish clear agreements about what is to be done, when § Be able to negotiate SMART goals and perform task assignment through Alignment Conversations with team members at all levels of development (NOTE: M in SLII SMART GOALS stands for Motivating) © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 13

Introduce … Skill 2—Diagnosing § Be able to identify the characteristics and needs of

Introduce … Skill 2—Diagnosing § Be able to identify the characteristics and needs of others at each level of development § Be able to accurately diagnose the development level of others on the specific goal or tasks they must perform © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 14

Introduce SLII Leaders … Skill 3—Matching § Introduce explanantion of flexible leaders who can

Introduce SLII Leaders … Skill 3—Matching § Introduce explanantion of flexible leaders who can use all 14 directive and supportive leadership behaviors to build others’ competence and commitment § Be able to adjust their leadership style when competence and commitment increases or decreases for a specific Task or Goal © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 15

SLII Leaders will … Skill 3—Matching § Introduce One on One Conversations to open

SLII Leaders will … Skill 3—Matching § Introduce One on One Conversations to open up communication and provide opportunities for ongoing diagnosis of development level § Introduce Alignment Conversations to agree on goals, development levels, and the matching leadership styles § Demonstrate competence in using SLII tools and resources to help others develop selfreliance, competence, and commitment © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 16

LEARN PRACTICE Situational Leadership® II MASTER LAUNCH The SLII Experience Road Map to Success

LEARN PRACTICE Situational Leadership® II MASTER LAUNCH The SLII Experience Road Map to Success © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 17

Goal Setting or Task assignment Diagnosing Collaboratively assessing an individual’s competence and commitment on

Goal Setting or Task assignment Diagnosing Collaboratively assessing an individual’s competence and commitment on a specific goal or task Alignment Aligning on what needs to be done, when Matching Using a variety of leadership styles, comfortably, to provide individuals with what they need Three Skills of a Situational Leader © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 18

Goal Setting or Task Assignment the first skill of a situational leader © 2013

Goal Setting or Task Assignment the first skill of a situational leader © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 19

Goal Setting the first skill of a situational leader Specific What exactly is the

Goal Setting the first skill of a situational leader Specific What exactly is the goal or task? What does a good job look like? + © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 20

Goal Setting the first skill of a situational leader Specific What exactly is the

Goal Setting the first skill of a situational leader Specific What exactly is the goal or task? What does a good job look like? Trackable Is there a way to track progress? Are there measures? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 + 21

Goal Setting the first skill of a situational leader Specific What exactly is the

Goal Setting the first skill of a situational leader Specific What exactly is the goal or task? What does a good job look like? Relevant Is the goal important and aligned with organization goals? Trackable Is there a way to track progress? Are there measures? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 + 22

Goal Setting the first skill of a situational leader Specific What exactly is the

Goal Setting the first skill of a situational leader Specific What exactly is the goal or task? What does a good job look like? Attainable Is the goal realistic and achievable? Relevant Is the goal important and aligned with organization goals? Trackable Is there a way to track progress? Are there measures? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 + 23

Goal Setting the first skill of a situational leader Specific What exactly is the

Goal Setting the first skill of a situational leader Specific What exactly is the goal or task? What does a good job look like? Motivating Am I excited and interested in this goal? Attainable Is the goal realistic and achievable? Relevant Is the goal important and aligned with organization goals? Trackable Is there a way to track progress? Are there measures? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 + 24

Diagnosing the second skill of a situational leader © 2013 The Ken Blanchard Companies.

Diagnosing the second skill of a situational leader © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 25

Diagnosing Development Level the second skill of a situational leader Diagnosing Collaboratively assessing an

Diagnosing Development Level the second skill of a situational leader Diagnosing Collaboratively assessing an individual’s competence and commitment on a specific goal or task Development Level is a combination of two factors. Competence Commitment Your demonstrated goal- or task-specific, transferable knowledge and skills Your motivation and confidence on a specific goal or task © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 26

Development Levels Development level is goal or task specific! + © 2013 The Ken

Development Levels Development level is goal or task specific! + © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 27

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 28

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 29

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 30

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 31

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 32

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item

© 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 33

✓ ✓ © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

✓ ✓ © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 34

Diagnosing Development Level Diagnosis Chart © 2013 The Ken Blanchard Companies. All rights reserved.

Diagnosing Development Level Diagnosis Chart © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 35

Practice Diagnosing Nicholas is a new and highly motivated sales representative. He recently compiled

Practice Diagnosing Nicholas is a new and highly motivated sales representative. He recently compiled his first top 20 list of qualified buyers, but he doesn’t know how to distinguish between a good prospect and a bad one. He is eager to rectify the situation and learn all there is to know. What is the task or goal? Task Competence Task Commitment LOW/SOME HIGH LOW/VARIABLE HIGH Development Level © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 36

Practice Diagnosing Kate, an experienced marketing director, is feeling a bit ill. She has

Practice Diagnosing Kate, an experienced marketing director, is feeling a bit ill. She has been up for three nights straight, working on the usual quarterly executive report. Feedback on her presentations has always been positive because she does an excellent job. Even though she is always successful, she agonizes over these presentations, seeing her reputation on the line each time she presents. What is the task or goal? Task Competence Task Commitment LOW/SOME HIGH LOW/VARIABLE HIGH Development Level © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 37

Three Skills 1. Goal Setting or Task Assignment (What do we need people to

Three Skills 1. Goal Setting or Task Assignment (What do we need people to do? ) 2. Diagnosis (Where are they in terms of competence and commitment at being able to do that? ) 3. Matching (Give people what they need in terms of direction and support to be able to succeed on those goals and tasks. ) © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 38

Matching the third skill of a situational leader © 2013 The Ken Blanchard Companies.

Matching the third skill of a situational leader © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 39

Intention Build confidence in competence Re-energize and reteach Intention Value Contribution Help others build

Intention Build confidence in competence Re-energize and reteach Intention Value Contribution Help others build competence © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 40

Practice Matching Nicholas is a new and highly motivated sales representative. He recently compiled

Practice Matching Nicholas is a new and highly motivated sales representative. He recently compiled his first top 20 list of qualified buyers, but he doesn’t know how to distinguish between a good prospect and a bad one. He is eager to rectify the situation and learn all there is to know. What is the task or goal? Learn how to identify a good prospect in order to spend his time wisely to build sales Task Competence LOW/SOME Task Commitment LOW/VARIABLE Development Level LOW HIGH ✓ Matching: What leadership style does Nicholas need to progress on this goal? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 41

Why Match? Before SLII training 54% of managers use one style naturally 1% use

Why Match? Before SLII training 54% of managers use one style naturally 1% use all four styles naturally 11% use 34% use three styles naturally two styles naturally © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 42

Why Match? Self-Reliant Achiever Capable, but Cautious, Performer Disillusioned Learner Enthusiastic Beginner 15% 50%

Why Match? Self-Reliant Achiever Capable, but Cautious, Performer Disillusioned Learner Enthusiastic Beginner 15% 50% 25% 10% Critical Task Distribution © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 43

With Effective Leadership, What Economics Are Possible? NET ECONOMIC CONTRIBUTION X (+) 0 X

With Effective Leadership, What Economics Are Possible? NET ECONOMIC CONTRIBUTION X (+) 0 X D 4 D 3 D 2 X (-) D 1 X Development Levels © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 44

Matching takes © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate

Matching takes © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 Practice … 45

Have you ever been oversupervised? undersupervised? What is the IMPACT? © 2013 The Ken

Have you ever been oversupervised? undersupervised? What is the IMPACT? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 46

Match versus Mismatch The goal is a MATCH S 1 S 2 S 3

Match versus Mismatch The goal is a MATCH S 1 S 2 S 3 S 4 D 1 D 2 D 3 D 4 Over time, with a match, individuals learn to provide their own direction and support. Two types of MISMATCH Oversupervision S 1/S 2 with D 3/D 4 Undersupervision S 3/S 4 with D 1/D 2 3 Choices: Match, Oversupervise, or Undersupervise © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 47

Four SLII Style Conversations How 1. Ask D 3 for input about what and

Four SLII Style Conversations How 1. Ask D 3 for input about what and how 2. Listen and encourage 3. Facilitate problem solving by asking open -ended questions 1. Explore concerns and encourage 2. Explain why 3. Redirect and reteach 4. Involve in problem solving How 1. Acknowledge expertise 2. Support autonomy 3. Invite innovation and ongoing learning 1. Acknowledge transferable skills and/or commitment 2. Give direction about what, how, and when 3. Check in frequently © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 48

How many of you would like your team members or Leaders coming to you

How many of you would like your team members or Leaders coming to you asking for the leadership style response you/they need? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 49

§ YOU (Employee) decide what to talk about and the leadership style response you

§ YOU (Employee) decide what to talk about and the leadership style response you need § Short— 15 to 30 minutes § Preferably prescheduled; sometimes impromptu § Often tagged onto another meeting What is a One on One Conversation? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 50

Learn the SLII Model Online © 2013 The Ken Blanchard Companies. All rights reserved.

Learn the SLII Model Online © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 51

More Information: http: //www. kenblanchard. com/ © 2013 The Ken Blanchard Companies. All rights

More Information: http: //www. kenblanchard. com/ © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 52

Questions? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate •

Questions? © 2013 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # EL 1040 • V 021514 53