Maximizers, like Activators, want to get things done, but they also want to preserve the good that exists within an organization. Any one of these leadership styles left on their own without compensating forces will unravel. The premise of the book is for a long time people thought there were only two leadership styles, autocratic and democratic. Partnering: Learning to come to some agreements about the leadership style they need from you.
To know which leadership style to use, you need to diagnose the development level the person is at, by task. Leadership style one (S1), directing, is suitable for development level one, people who lack confidence, but are committed and enthusiastic. Leadership style two (S2), coaching, is suitable for development level two, people who have experience, but lack commitment.
Leadership style three (S3), supporting, is suitable for development level three, people who have competence, but lack confidence or motivation. Leadership style four (S4), delegating, is suitable for development level four, people who have both competence and commitment.
The framework equips the manager with the tools to analyse which development level a person is at, and change the management style to meet the needs of the development style and get the person back on track to moving up the scale. It delves deeper into performance management, feedback (praise and reprimand) and managing people through development levels, both forward and backward. David O'Donnell Hi, I’m a freelance digital marketing consultant based in Perth, Western Australia. Every leader has their own unique voice and their own individual approach to people and projects.
Not because it makes us feel all warm and fuzzy inside (In fact, the very best teams have few warm fuzzies).

They get things done and really don’t care whose idea it is (or who gets the credit for that idea).
They know that too much change can be disruptive and bring a natural diplomacy to the situations they are in. Developers can be impatient when solutions dona€™t work immediately and too quick to find an alternative.
Leadership & The One Minute Manager introduces four basic styles of leadership, made up of supportive and directive behaviours, that are applied situationally.
Directing: The leader provides specific direction and closely monitors task accomplishment.
Coaching: The leader continues to direct and closely monitor task accomplishment, but also explains decisions, solicits, suggestions, and supports progress.
Delegating: The leader turns over responsibility for decision-making and problem-solving to people. The framework is dynamic, people can go from D1 (development level 1), through D2, D3, to D4, but they can also go backwards a step at a time based on performance. Define 3-5 goals that are clear to both the manager and the person who will help accomplish them. Work with the person to diagnose their competence and commitment levels to accomplish those goals. Contract with the person on each of the tasks and jointly decide which leadership style will likely be most effective. Follow through to provide the agreed-upon leadership style until either, enough progress or, lack of progress warrants a change in leadership style. Therefore you asses development level per specific goal, and use related leadership styles in managing performance per specific goal.
It also means bringing others into your inner circle who have a very different style than yours, trusting them and listening to them to compensate for your weaknesses.

Activators can push oneself and others too hard for results and burn everyone out, including themselves. This story style is refreshing considering most management books are typically quite dry and formally written.
The styles are used situationally because people are not typically at the same development level for every aspect of their job.
They also need support and praise to build self-esteem, and involvement in decision-making to restore their commitment.
The framework provided (the leadership style for each development level) makes the process comprehensible and removes the guess work in leading and developing people. As a gun for hire, my arsenal includes freelance SEO and SEM, and providing free online marketing service reviews for businesses who want to know if they're getting value for money from their existing SEO contract. Developers also enjoy creative ideas, but their drive is to take action on those ideas, so their list of things on the blank piece of paper is shorter than the Innovator’s.
Maximizers can fail to take action on critical initiatives if the decision is perceived as unpopular. Then recruit other leaders who are very different from you, listen to them deeply and trust them completely. And Stabilizers can apply systems and processes too rigidly,A insisting on a policy for every situation and paralyzing the organization.

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