Welcome to Situational Leadership II 2001 The Ken

Welcome to Situational Leadership II ® © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item #14363 • V 040201 San Diego 760 489 -5005/800 728 -6000 • London 44 (0) 20 8540 5404 • Toronto 905 568 -2678/800 665 -5023 © 2001 The Ken Blanchard Companies. www. kenblanchard. com All rights reserved. Do not duplicate • Item # 14363 • V 040201

Reflecting on Leadership Complete • Orchestra Leader versus Jazz Band Leader • One thing you need from your leader © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 i– 1

The Purposes of Situational Leadership II ® 1. Open up communication—increase the frequency and quality of conversations about performance and development between you and the people you work with 2. Help others develop competence and commitment 3. Teach others how to provide their own direction and support 4. Value and honor differences © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 i– 3

The Core Competencies of a Situational Leader Diagnosis Flexibility for Performance Partnering ® • Usethe all 14 directive and common vocabulary of SLII • • Identify characteristics and supportive needs of four levels of leadership • development Skillfully usebehaviors One on Ones • Use all four styles Be able toneeds Partner Performance • • Determine for direction and support • Adjust leadership style when competence or • Resolve disagreements about commitment increases or decreases development level • Be perceived as flexible and effective • Use Coaching for Impact Action Plans © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 i– 4

The Training Program at a Glance Program Modules • Module 1 – Leadership for the Future • Module 2 – Beliefs and Building Blocks • Module 3 – Diagnosis: The First Skill of SL II • Module 4 – Flexibility: The Second Skill of SL II • Module 5 – The Match: Matching Style to Development • Module 6 – SLII Skill Practice • Module 7 – Partnering for Performance: Third Skill of SL II • Module 8 – Action Planning end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 i– 6

Leadership for the Future • A Developmental Model • A Tool for Communication and Dialogue • Role of Teacher and Coach Objectives: • Discuss role of leader • Importance of flexibility and adaptability in developing people © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 1 -1

The Context for Leadership • Organizations cannot do the same things over and over again and expect to be different. • Change What canchanges cause growth. Questions: or issues do you face in your team? is inevitable… challenges do you facechange as a leader? by • Leaders. What need to initiate defining vision and values. Growth is optional • Change creates the need for new skills. • In the midst of change, leaders need time for reflection. Stream © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 1 -2

The Context of Leadership • “The bottom line is that you can’t do it alone. If you really want to be a leader, you must develop others around you. You must establish a team. You must find a way to get your vision seen, implemented, and contributed to by others. The leader sees the big picture, but he needs other leaders to help make his picture reality, ” John Maxwell © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201

My Leadership in the Future … “become passionately dedicated to “Leadership what gives an organization visions andisfanatically committed to its vision and its ability to translate that vision into carrying them out-but be flexible, reality. ” Warren responsive, and. Bennis able to change direction quickly. ” …. . “Future leaders will be tightwire artists. ” Jay Conger Impact Map Think about your leadership in the future © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 1 -4

Situational Leader Provides: • • • Clear Goals Direction Training Support Feedback and Recognition © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 1 -4

Using SLII Competencies Complete: Identify an individual whose performance you would like to help improve or an individual you would like to develop to take on more responsibility. end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 1 -5

Beliefs and Building Blocks Y Skill in Coaching Skill as Influencer Objectives: • Develop common vocabulary • Understand difference between successful and effective leadership • Learn SL II core beliefs • Identify the three skills • No best leadership style © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 1

Definition of Leadership is an influence process. It is working with people to accomplish their goals and the goals of the organization. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2 -2

Successful and Effective Leadership • • Success Behavior Performance Results • • Effective Attitude Commitment Feelings © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 2

Successful Leadership and Effective Leadership © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 3

Successful and Effective Leadership Focus on: • Behavior • Performance • Results • Attitudes • Commitment • Feelings Successful and Effective Leadership Worksheet © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 4

Leadership Style The pattern of behaviors you use with others over time as perceived by them © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 5

Beliefs and Values about People • People can and want to develop • Leadership is a partnership • People value involvement and communication © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 6

Situational Leadership II isn’t something you do to people; it’s something you do with people! ® © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 6

What’s important as a leader is not what happens when you’re there; it’s what happens when you’re not there! © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 6

The Three Skills of a Situational Leader • Diagnosis—assessing developmental needs • Flexibility—using a variety of leadership styles comfortably • Partnering for Performance—reaching agreements with others about the leadership style they need © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 7

Strokes Different for Different Folks Different Strokes. . . for the Same Folks, Depending on the Goal or Task © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 7

There is no BEST leadership style . . . on the situation © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 7

Situational Variables • • Goal or Task Variables Organization Variables Leader Variables Development level of the individual © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 8

The Research on Situational Leadership II ® If leaders are Situational Leaders, their team members… • Feel less tension • See their leader as oriented to change and receptive to new ideas and innovation • Perceive that their leader is interested in their growth and development • Perceive that their leader is skillful • Have higher morale • Feel more empowered © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 11

Impact Study Results • Stronger leadership skills—better at goal setting, observing and monitoring performance, giving feedback, facilitating problem solving, and providing recognition • Higher worker satisfaction • Lower turnover • Increased productivity • Increased sales end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 2– 12

Diagnosis: The First SL Skill The willingness and ability to look at a situation and assess others’ developmental needs in order to decide which leadership style is the most appropriate for the goal or task at hand. Objectives: • Development level—competence and commitment • Needs and characteristics of D 1, D 2, D 3, D 4 • Develop skills to diagnose successfully Development level poster © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 1

Development Level Competence • Demonstrated goal- or task-specific knowledge and skills • Transferable knowledge and skills Commitment • Motivation • Confidence Complete workbook responses © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 2/3

The Four Development Levels D 1—Low competence and high commitment D 1 D 2—Low to some competence and low D 2 commitment D 3—Moderate to high competence and variable D 3 commitment D 4—High competence and high commitment D 4 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 4

Development Level 1 Descriptors or Characteristics of D 1 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 4

Development Level 2 Descriptors or Characteristics of D 2 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 5

Development Level 3 Descriptors or Characteristics of D 3 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 6

Development Level 4 Descriptors or Characteristics of D 4 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 7

The Four Development Levels D 1—The Enthusiastic Beginner D 1 D 2—The Disillusioned Learner D 2 D 3—The Capable, but Cautious, Performer D 3 D 4—The Self-Reliant Achiever D 4 Strengths, insights and Needs of D 1, D 2, D 3, D 4 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 8/12

The Needs of a D 1 • Recognition of enthusiasm and transferable skills • Clear goals and roles • Standards for what a good job looks like • Timelines • Priorities • Information on how data about performance will be collected and shared • Action plans—specific direction about how, when, and with whom • Boundaries and limits © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 4

The Needs of a D 1 • Information about the goal or task and the organization • The unwritten rules on “how things work around here” • A step-by-step process for learning new skills • Hands-on training—being shown and told how • Concrete examples of how others accomplish the goal or task • Opportunities to practice • Frequent feedback on results • Solutions to problems © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 4

The Needs of a D 2 • Clear goals • Perspective • Frequent feedback • Praise for making progress • Help in analyzing successes and failures; assurance that it is OK to make mistakes • Explanations of why the goal or task is important (explanations of how) © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 5

The Needs of a D 2 • Opportunities to discuss concerns and share feelings • Involvement and influence in decision making and problem solving • Encouragement • Advice/additional next steps/alternatives • Coaching to build and refine skills © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 5

The Causes of Disillusionment • The task is harder than I thought it w as going to be • No one appreciates my efforts • I’m not getting the help I need to get better • The more I learn, the more I realize I have to learn • The task is boring • There are conflicting goals and a lack of priorities • I didn’t want this job in the first place © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 5

The Needs of a D 3 • An approachable mentor or coach • Opportunities to test ideas • Opportunities to express concerns and share feelings • Support and encouragement to develop self-reliant problem solving skills © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 6

The Needs of a D 3 • Help in looking at experience and skills objectively, so confidence is built • Praise and recognition for high levels of competence and performance • Obstacles to goal accomplishment removed • A kick-start to overcome procrastination © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 6

The Needs of a D 4 • Variety and challenge • A leader who is more of a mentor and colleague than a manager • Acknowledgment of contributions • Autonomy and authority • Trust • Opportunities to share know ledge and skills with others break © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 7

Development Level Descriptors D 3 • • Self-critical Cautious Doubtful Capable Contributing Insecure Tentative/unsure Bored/apathetic D 4 • • Justifiably confident Consistently competent Inspired/inspires others Expert Autonomous Self-assured Accomplished Self-reliant/self-directed D 2 • • Overwhelmed Confused Demotivated Demoralized Frustrated Disillusioned Discouraged Flashes of competence D 1 • • Hopeful Inexperienced Curious New/unskilled Optimistic Excited Eager Enthusiastic © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 12

The Five Key Diagnosis Questions 1. Does the person know the specific goal or task? 2. How strong or good are the individual’s demonstrated task knowledge and skills? 3. How strong or good are the individual’s transferable skills? 4. How motivated, interested, or enthusiastic is the individual? 5. How confident/self-assured is the individual? © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3– 13

Competence and Commitment in the Four Development Levels Average Performer On Going Learner Peak Performer © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3 -14

Model for Diagnosing Development Level The case of the bright, promotable manager 3 -15 Your own development story 3 -17 end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 3 -14/17

Flexibility: The Second SL Skill The ability to use a variety of leadership styles comfortably. Objectives: • Identify Directive and Supportive Behavior • Describe Four Leadership Styles: Directing, Coaching, Supporting, Delegating • Learn what a leader does in all four styles • Learn how flexible you are in your leadership style © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 1

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 Structure Five Key Words: Organize Teach Supervise Evaluate © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 2

Directive Leader Behaviors • • Sets goals and objectives Plans and organizes work in advance Clarifies the leader and team member roles Teaches the team member how to do a specific task • Determines methods of evaluation and checks work; frequent feedback • Establishes timelines • Identifies job priorities © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 2

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 Ask (for input) Listen Five Key Words: Facilitate (problem solve) Explain (why) Encourage © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 3

Supportive Leader Behaviors • Listen and confirm you heard • Encourages, reassures, and praises • Shares information about the organization, goals, tasks • Discloses information about self • Facilitates self-reliant problem solving • Involvement by asking for suggestions or input • Explains why; provide rationale Coding Leadership Behaviors; What do you Say? 4 -4/9 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 3

What does a leader do using Style 1 • Acknowledges enthusiasm • Defines Goals • Defines roles • Leads in planning • Organizes and shares information • Develops plan for learning Build Competence • Give direction: Teaches and shows how • Gives examples of how to do good job • Check for understanding: Frequent feedback © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 10

What does a leader do using Style 2 • Involvement in goal discussion and problem solving but makes final decision • Listens to concerns • Provides perspective • Helps analyze success and failure You care • Gives advice, ideas, shares examples • Provides information • Explains why (it is done this way) • Frequent praise © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 12

What does a leader do using Style 3 • Team member takes lead • Asks questions, listen to concerns • Facilitate • Asks how I can help • Collaborates, shares when asked They believe • Provides support, praise, encouragement • Reflects on past successes • Suggests ways to make goal more interesting • Removes obstacles © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 14

What does a leader do using Style 4 • Expects team member to take charge • Expects tm set goals and planning; confirms plans with leader • Trusts tm judgment • Expects tm to evaluate own work Be magnificent • Encourages tm to attempt greater • Provides teaching opportunities for tm • Acknowledges tm worth • Provides needed resources to tm © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 16

The Four Leadership Styles Leader Behavior In all four styles, the leader • Makes sure goals and expectations are clear • Observes and monitors performance • Gives feedback © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 18

The Four Leadership Styles • Asking/listening • Exploring/asking • Reassuring • Explaining/clarifying • Facilitating • Redirecting • Collaborating • Sharing feedback • Encourage feedback • Encouraging • Appreciating • Praising • Allowing/trusting • Defining • Confirming • Planning/prioritizing • Empowering • Orienting • Affirming • Teach/show/tell how • Acknowledging • Checking/monitoring • Challenging • Giving feedback © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 18

Differences between the Four Leadership Styles Style 2 from Style 1 • More support, praise, and two-way conversation; more involvement in decision making and problem solving • More explaining, instead of defining • More clarifying, instead of telling • More emphasis on why, instead of how and what © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 19

Differences between the Four Leadership Styles Style 3 from Style 2 • The individual takes lead in planning how; more self-direction. • The leader listens to make sure the individual understands what needs to be done. • The leader listens to make sure he or she understands the individual’s approach, so that assistance and resources can be provided if needed. • The leader asks more than tells. • The leader becomes more of a colleague or peer— engaging in joint problem solving and decision making. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 19

Differences between the Four Leadership Styles Style 4 from Style 3 • The individual provides his or her own direction and support. • There is less interaction between the leader and the individual. • The individual has more autonomy to set goals, develop action plans, create opportunities to perform, and collect and share feedback on performance. • The leader’s focus is less on day-to-day problem solving and more on the future. SL II Conversation Starters © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 19

Decision Making Styles © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 19

Style Flexibility © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 20

Style Matrices end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 4– 20

Matching Leadership Style ý Diagnose the situation ý Flexibly lead appropriate to the particular person, goal, time and place ý Match development level and leadership style Objectives: • Match leadership style to development level • Discuss over and under supervision • Practice diagnosing and using the four leadership styles © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 1

The Situation Leadership II Model © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 ® 5– 2

Style Effectiveness © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 3

Style Diagnosis Matrix Complete Style Effectiveness Worksheet © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 3

Oversupervison and Undersupervision A leader has 3 choices: • Match • Over supervise • Under supervise Workbook/Flip chart/video Match Mismatch © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 4

Style 1 for Development Level 1 D 1 Needs S 1 Behaviors • Recognition of enthusiasm and transferable skills • Clear goals and roles • Standards for what a good job looks like • Timelines • Priorities • Information on how data about performance will be collected and shared • Action plans—specific direction about how, when, and with whom • Boundaries and limits • Information about the goal or task • The unwritten rules on “how things work around here” • A step-by-step process for learning new skills • Hands-on-training– being shown and told how • Concrete examples of how others accomplish the goal or task • Opportunities to practice • Frequent feedback on results • Solutions to problems • Acknowledges enthusiasm and transferable skills • Defines goals, timelines, priorities • Defines roles, limits, boundaries • Takes lead in action planning and problem solving • Organizes and shares information and resources • Develops a plan for learning and practicing new skills • Teaches and shows how • Gives examples of what a good job would look like • Checks and monitors learning frequently to give feedback © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 28

Style 2 for Development Level 2 D 2 Needs S 2 Behaviors • Clear goals • Involves individual in clarifying • Perspective goals and action plans, but makes final decisions • Frequent feedback • Praise for making progress • Help in analyzing successes and failures; assurance that it is okay to make mistakes • Explanations of why the goal or task is important and explanations of “how’s” • Opportunities to discuss concerns and share feelings • Involvement and influence in decision making and problem solving • Listens to the individual’s concerns and ideas • Provides perspective that progress is being made • Involves individual in problem solving and decision making • Helps individual analyze successes and failures and consider alternatives • Gives advice and ideas; shares examples of others’ work • Encouragement • Provides information, resources, and coaching to continue building and refining skills • Advice and additional next steps and alternatives • Explains why (about what and how) • Coaching to build and refine skills • Encourages, provides frequent feedbacfk and praise to build competence © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 30

Style 3 for Development Level 3 D 3 Needs S 3 Behaviors • An approachable mentor or coach • Opportunities to test ideas • Opportunities to express concerns and share feelings • Support and encouragement to develop self-reliant problem solving skills • Help in looking at experience and skills objectively, so confidence is built • Praise and recognition for high levels of competence and performance • Encourages individual to take the lead in goal setting, action planning, and problem solving • Asks questions, listens to concerns, and serves as a sounding board • Facilitates self-reliant problem solving and evaluation • Asks: How can I help? • Shares expertise and collaborates when asked • Provides support, reassurance, encouragement, and praise to acknowledge competenc 3 e and build commitment • Reflects on past successes and skills to build confidence • Obstacles to goal accomplishment removed • Suggests ways to make the goal more interesting or challenging if motivation is low • A kick-start to overcome procrastination • Removes obstacles to goal accomplishment © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 32

Style 4 for Development Level 4 S 4 Behaviors D 4 Needs • Expects the individual to take charge and keep others informed Variety and challenge • • A leader who is more of a mentor and colleague than a manager • Acknowledgment of contributions • Autonomy and authority • Trust • Opportunities to share knowledge and skills with others • Expects the individual to take responsibility for goal setting, action planning, and decision making • Trusts the individual’s judgment • Expects the individual to evaluate own work and to continually innovate • Encourages the individual to challenge self to even higher levels of performance • Provides opportunities to share knowledge and skills, mentor and teach others • Acknowledges, values, and rewards contributions • Provides additional resources as requested 5– 34 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201

The One Minute Apology Acknowledge the problem Discuss with team member what their needs are for direction and support Agree on what behavior the team member can count on from you (the leader) Assign practicing leadership styles © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 5– 34

SLII Skill Practice Objectives: • Competence and commitment increases • Develop ability to diagnose • Practice all four leadership styles • Learn about regression • Better communication Build the Model; Mind Map © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6 -1

The Development Cycle Bike story © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 3

The Six Steps for Developing Competence and Commitment 1. 2. 3. 4. 5. 6. Tell the individual what to do. Show him or her. Let the person try. Observe performance closely. Praise progress or redirect. Change your leadership style over time as competence and commitment change. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 4

SLII Game: The Five Key Diagnosis Questions 1. What is the specific goal or task? 2. How strong or good are the individual’s demonstrated task knowledge and skills? 3. How strong or good are the individual’s transferable skills? 4. How motivated, interested, or enthusiastic is the individual? 5. How confident or self-assured is the individual? SL II Game; Leadership © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 5

The Regressive Cycle © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 24

Four Steps for Managing Regression 1. Do your homework. Use Style 3 to explore what is going on. 2. If necessary, use Style 2 to renegotiate goals or redirect. 3. Spend more time observing and monitoring performance and giving feedback. 4. Describe the consequences of continued low performance, if necessary. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 25

The Purpose of One on Ones To provide a structure for opening up communication and monitoring performance. One on Ones are short, regularly scheduled meetings focused on the individual’s agenda. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 26

Guidelines for One on Ones • Short— 15 to 30 minutes • Frequent—at least once every two weeks • Focused on what the individual wants to talk about • Scheduled in advance • A top priority—If a meeting is postponed, it needs to be rescheduled promptly end © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 6– 26

Partnering for Performance Reaching agreements with people about their development level and the leadership style needed to help them achieve individual and organization goals. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 7– 1

The Steps in Partnering for Performance Prework • Teach the SLII® Model. • Identify overall business outcomes. The Steps in Partnering for Performance 1. Get agreement on goals. 2. Get agreement on diagnosis of development level. © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 7– 2

The Steps in Partnering for Performance 3. Get agreement on leadership style (current and future). 4. Get agreement on leadership behaviors. 5. Decide how and how often you will stay in touch. Partnering for Performance Worksheet 7 -15 © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 7– 2

The Branching Diagram End © 2001 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 14363 • V 040201 7– 4