Happy Thanksgiving everyone!
In the SLII questionnaire, I chose two of the correct leadership styles for the situation. I chose correctly for scenario 2 where we needed to take the S1 style and for scenario 4 where we needed to take the S3 style.
For scenario 1 I chose the S3 style and the correct answer was S4. For Scenario 3 I chose the S3 style and but the correct choice was S2.
So essentially, S3 was my go to! I learned that I consistently chose the S3 style and I think that makes sense given my demeanor. The book says that S3 is also the style that most people feel most comfortable with so at the very least I’m tracking with the majority. It’s not surprising to me that I also identified the correct style (S1) in scenario 2. I think that one of my strengths is making sure that followers in that early development stage are supported. However, I looks like I may not be as adept at identifying situations in which followers are working at the D2 or D4 levels. For followers in D2, it could mean that I’m not giving them an opportunity to practice what they’ve learned, potentially stunting their development. For followers who are working the in D4 level, it means that it probably feels like I’m micromanaging them which could lead to engagement problems.
Understanding this framework is helpful though. Now that I understand these different categories, I can spend time thinking about the project/task and who I’m working with. I can choose a more effective way to interact with them. I do see a challenge if I’m working on a project with a larger group; it could be difficult to determine which follower is working at which level. I also think it’s probably important to consider whether there is a misalignment of perceived levels. If someones thinks they are operating at a different development level than I’ve determined, there’s a potential for conflict. The book says that the leader is usually better at identifying the level of the follower than the follower is, which to me means it happens quite frequently. Not sure how best to manage that scenario, but I imagine that as the leader you may have to bridge styles.
Rob, I am so glad to see how systematic you are in your approach to the SLII. I felt the same way about determining the situation carefully before acting. I have a team of people; some, not all, think so highly of themselves. The SLII model might be quite difficult to deploy. I am talking about people yelling at me (I am their boss) when their personal agenda is misaligned with SLII. One has to assume that everyone acts professionally. I am glad to learn about your approach and will try them at work, too. Thank you!
Rob, I had to laugh at your title 🙂 But your revelation that too much of a good thing could lead to stunting or micromanaging is tremendous! We tend to lead like we want to be led, and you have clearly shown by your response that a leader has to be able to move beyond this. Just like the follower is the one who determines the leader's success, the leader is the one who identifies the readiness level and maturity of the follower. That's the way the two sides of this same coin work and balance each other. You learn to manage this scenario as you grow. The goal of employee development remains the same, but how you manage it can and does change. Inaccurate perceptions are widespread; the hope is that as the follower moves through the levels, they also grow in their self-awareness and self-discipline, just like we did 🙂
@tracey I was laughing as I was writing the title so I’m glad that came through 😀! I know that I often feel like I need to be there to offer support but realize that probably drives certain groups of people crazy. These two chapters were really helpful to show the variety of styles that can be employed and ways to think about out when to use them. Really useful chapters!
@jollychialichien-com sorry you’re dealing with that type of behavior. There really is no place for that and I hope you have the support to deal with it appropriately. Did you have a chance to watch the video that Tracey sent via email on Wednesday? Many topics applicable to TAC and at the end he talks about “things that never work” and the first thing applies to what you are dealing with. All the best, my friend!
@rob-hughes I hear you! Doesn't everyone need our support?? LOL, No! And I had to learn this as well. Sometimes, people need us to stay where we are so they can push through it or do their thing. But it's a great truth to grasp; most people don't. And so many of the leadership "experts" are out there spouting....well, if you support and hug them, then they'll love you, and it'll all be great! And I say to them, that's not what the research shows....and IT DEPENDS 🙂
There have been some valid points expressed; however, it all depends.
I agree Rob! i am an S3 at heart and feel it would be the rare case when I would not be supportive. I learned sometimes I may need to be more directive and less "kum by yah" but as, John says wusely says "It all depends"
