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Situational Leadership® II (SLII) is the most comprehensive and practical method of effectively managing and developing people, time, and resources in the world. SLII® is recognized as both a common language and a framework for employee development because it works across cultural, linguistic, and geographical barriers. First-time managers and managers with one or more direct reports who want to increase the frequency and quality of conversations about performance and development to gain commitment and retain talent. Enabling individuals to transition from responsiveness to responsibility encourages initiative, idea generation, and problem solving. Our two-day program is designed to create and foster self empowerment and engaged leaders at all levels of the organization. Individuals seeking to maximize their effectiveness, potential, and power while gaining confidence and skills to create a path to high performance. Phoenix is one of the UK’s leading exponents of Ken Blanchard’s Situational Leadership II® model. Blanchard’s Situational Leadership II® encapsulates and supports Phoenix’s philosophy of authentic, people-centred leadership that creates a culture of competence and commitment.
We had our annual team leader presentations this week and I cannot tell you the impact that Situational Leadership has had on every single person.
Karen was very good, I really loved her way of presenting things & getting me to think.
A 'graduate' of the Leadership Challenge programme was recently appointed to cover a large CDC (Distribution Centre) and has demonstrated the tools learnt and great leadership capability in terms of team structure, one-to-one conversations, and encouraging others to demonstrate their own capability. Phoenix Training and Development specialise in making learning stick and helping clients achieve a genuine return on investment. We provide consultancy and training services across all industries. When it's working well, leadership is a partnership between two people (manager and direct report) who work together to achieve common goals. But what do you do if your manager??despite his or her best intentions??is still not meeting your needs? The truth is that most bosses today can no longer play the traditional role of telling people what, when, and how to do everything.
For organizations to thrive, everyone in the organization needs to be able to identify what they need from their immediate manager. This, of course, gets in the way of asking for help because an employee certainly doesn't want to be known as an incompetent whiner. You begin by identifying your development level on a task (and what you need to ask for in terms of direction and support) by figuring out which of these development levels best describes you.
Your manager can confidently use a Delegating style with you, knowing that you have the competence and commitment to get the job done. Using the Situational Leadership® II framework, ?°managing up?± is not some sort of coercive strategy for getting your boss to do something on your behalf. Situational Leadership® II Training is about leading others the way that they want to be led, not how you want to lead them. This proven leadership approach teaches leaders to diagnose the needs of an individual or a team and then to select the best leadership style for the necessities of the individual and the situation. If leaders do not flex their approach to the person and the situation, their direct reports will struggle on tasks where they are not clear about what to do or how to do it.


SLII provides leaders with a model and the tools for creating open communication and developing self-reliance in those they manage. The foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person and the situation. The confidence an individual gains from this type of empowerment grows leaders and drives high performance. Participants learn strategies to gain more satisfaction from their work by challenging their notion of leadership,  examine what motivates them, and build confidence and self-reliance through knowledge and skills. Direct reports of a leader who wants and needs their employees to become more self-reliant.
We have unrivalled expertise in this methodology, with a real emphasis on its practical application at work.
There is no more effective tool for developing and applying flexibility in leadership, whatever the organisation or project. He was open and honest, knew his stuff, and was very practical in showing us what differences could be made by simple positioning etc.
This has resulted in tangible cost benefits being seen - this depot delivers on average 2.2 million cases per week, and since period 1 to our last period of trading (Period 5) this year, ongoing improvement has been seen with each case currently costing 12 pence less to the business. What if you need more from him or her in terms of direction and support to do your job well? One person doing all of the thinking for 7, 10, or 15 direct reports does not meet the needs of customers the way it once did. Managers just don't have time, and in many cases, their people know more about the work than they do. That's because customers do not want to hear that people need to ?°check with their manager.?± Customers are more demanding than that.
Instead of delaying service by checking with a manager, frontline service personnel need to be able to act on behalf of the company to get the job done.
The only problem is if you don't have a model for expressing this need in a way that both you and your manager understand, asking for help can seem a little bit like whining or even worse, incompetence.
To address this, both employees and their managers need to create a way to talk about direction and support needs in a way that avoids both of these situations.
There are four stages of development that all people go through with every new task they undertake.
If so, you are an Enthusiastic Beginner who needs a Directing style of leadership (see diagram). Do you have the basic skills to accomplish the goal but are concerned whether you are truly competent enough to handle the task on your own? Instead it is a way to partner with your immediate supervisor to get the direction and support you need to complete your tasks and achieve your goals. This adaptive leadership style has proven to create increased performance and improved productivity.
If you want to be followed, adjust your leadership style based on the individuals or groups that you are leading. It is designed to increase the frequency and quality of conversations about performance and development.


More than ever before, companies today are relying on empowered individuals to get the job done. They want the frontline person standing in front of them to meet their needs??and meet them now. They also have to identify what they need and be able to ask for it in a non-threatening way. At this stage of development you need to know exactly what is expected from you, specific instruction on how to do it, and clear deadlines on when it is due. At this stage you are a Self-Reliant Achiever and you just need the assignment and to know when it is due. In these meetings, direct reports schedule time with their immediate supervisor to discuss what's going on and what they need in terms of direction and support to get their work done. By sharing a common understanding of the stages that all people go through when confronting a new task, employees and their managers can discuss the situation and what's needed in a way that builds trust, esteem, and stronger relationships.
Once you understand the situation, you can shift your style along the continuum of telling, selling, participating and delegating depending upon the specific task at hand and the readiness level of the person that you are managing. Both people play a role in determining how things get done and both people have a responsibility to make the relationship strong and successful.
Because Situational Leadership® II is a research-based model that explains the development needs that all people go through??it elevates direction and support conversations to a level beyond just an individual's immediate needs. At this normal stage that all people go through, you need Coaching from your manager??a lot of direction on how to get the task accomplished, plus a lot of encouragement to keep up your motivation.
The result is a highly motivated and effective workplace where people communicate regularly regarding what's important to be successful. Get started having these types of conversations with your boss today??and encourage others to do the same. Self-leadership, when it is applied within the context of The Ken Blanchard Companies Situational Leadership® II Model, is simply the direct report's half of the model.
At this stage you need to be listened to and encouraged but you do not need much direction.
It's a great strategy that will put you, your team, and your entire organization into position for success now and into the future. Becoming a Situational Self Leader means meeting your immediate manager at least halfway in your relationship to establish the type of productive partnership that gets work done in a way that is satisfying to both of you.
Instead, they are seen as proactive employees taking the initiative to get the direction and support they need to better serve customers and achieve the goals they have at work. It means understanding your role in asking for what you need, correctly identifying it, and developing a way to ask for direction and support that maintains trust and esteem. Let's review the model quickly to see how it helps managers and employees be more effective.



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