Whether you are new to a leadership position, or been around the ring many times, (and have the battle scars to prove it!), having the situational leadership model in your tool bag of skills will be useful. You will be more effective, at successfully bringing out the best in others, when you have the ability to flex your leadership style to suit the particular person and situation. The Situational Leadership (SL) model, developed by Ken Blanchard and Paul Hersey in the late 1960s, has been used by millions of leaders around the globe. This person enjoys what they are doing, is highly competent and probably even teaching others the ropes. Once you have figured out the individual's level of competence and commitment, you then need to decide which style of leadership is needed for the task at hand. The leader is very task focused. Showing and Telling the person what to do, how to do it and when they need to be finished by. Sometimes, you may toss in a little 'selling', especially if the person is moving toward one of the other quadrants and you want to help them to improve their competence levels.
The leader should be closely monitoring the team member's performance, making sure they are on the right track. In this quadrant the leader still gives a high degree of direction and is still the center of the universe for the team, and the individual.  They lead with their own ideas, however they are also explaining why things need to be done the way requested and seeking much more input from the team members. Two-way communication and support is increased, but control over decision-making remains with the leader. As a High Performance Leader, you make it very clear to your team members that you will try to reach agreements in all the Quadrants. 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.
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. It describes four primary styles of leadership - Directing, Coaching, Joining and Delegating. However, the concept of changing and flexing your style, according to the needs of the individual in front of you, is an important part of your competence as a high performance leader. There is a more focus given to helping the person feel they are achieving, by getting the task done, and less on building the relationship - (the assumption is that the relationship is still in the 100 day honeymoon period!).
In order to build commitment and self-esteem, the leader considers more fully the feelings, ideas, and suggestions of team members.
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. 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. So, a key point here is that you may need to use one or more styles of leadership with an individual on an given day. The person may be thinking of leaving. Inconsistent in their performance and unsure of the difference they make. It is designed to increase the frequency and quality of conversations about performance and development. 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.




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