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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. TweetA client of mine has been lamenting the meddling her boss frequently does. We determined her boss is often deep in the weeds of her business versus touching the weeds as bosses should. Her peers feel the same way and frequently answer the boss’s questions hoping the boss will get distracted and meddle elsewhere. If you really understand and empathize with your boss, you’ll realize that smart, successful bosses merely want to understand what is going on to contribute to the success of the business.

All you need to do is notice the type of questions your boss is asking over a period of two months to understand what their values are and what concerns them. During a wave of redundancies I ended up reporting to one of my peers, who decided that he needed to have a 1-1 with me (and others) every Mon-Wed-Fri.
In retrospect it might have helped if you spoke to him and asked him what his rational was for all of these updates along with explaining the challenge of their frequency. 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.
You also illustrate your commercial judgment by mirroring their concerns and presenting preemptive road maps the team can follow.

In order to post comments, please make sure JavaScript and Cookies are enabled, and reload the page. 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. Even if one of your recommendations are off-base, you still illustrate your desire and will to move the issue forward.

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