Leadership and the One Minute Manager Updated Ed

1. Situational Leadership: Adapting Your Style to the Person and Task

"Different Strokes For Different Folks"

Flexibility is key. Situational leadership recognizes that there is no one-size-fits-all approach to management. Instead, effective leaders adapt their style based on the specific needs of the individual and the task at hand. This approach allows for personalized guidance and support, leading to better outcomes and employee development.

Context matters. The same person may require different leadership styles for different tasks or at different times in their development. For example, an experienced employee might need little direction in their area of expertise but require more guidance in a new project. By being attuned to these nuances, leaders can provide the right level of support and direction when it's needed most.

2. The Three Skills of a Situational Leader: Goal Setting, Diagnosing, and Matching

"You need to learn three skills: goal setting, diagnosing, and matching."

Goal setting is the foundation. Clear, specific, and measurable goals provide direction and purpose. They should be SMART: Specific, Motivating, Attainable, Relevant, and Trackable. This ensures that both the leader and the team member are aligned on expectations and outcomes.

Diagnosing involves assessing an individual's development level for a specific task. This includes evaluating their competence (skills and knowledge) and commitment (confidence and motivation). By accurately diagnosing where an employee stands, leaders can provide the appropriate level of support.

Matching is the art of selecting the right leadership style based on the diagnosis. This skill requires leaders to be flexible and responsive, adapting their approach to meet the needs of each individual and situation.

3. Four Development Levels: From Enthusiastic Beginner to Self-Reliant Achiever

"Everyone Has Peak Performance Potential — You Just Need To Know Where They Are Coming From And Meet Them There"

Development is a journey. The four development levels represent different combinations of competence and commitment:

• D1: Enthusiastic Beginner (Low Competence, High Commitment)
• D2: Disillusioned Learner (Some Competence, Low Commitment)
• D3: Capable but Cautious Performer (Moderate to High Competence, Variable Commitment)
• D4: Self-Reliant Achiever (High Competence, High Commitment)

Progress is not always linear. People can move back and forth between levels depending on the task or circumstances. Recognizing these fluctuations allows leaders to provide appropriate support at each stage.

4. Four Leadership Styles: Directing, Coaching, Supporting, and Delegating

"A whole manager is flexible and able to use the four different leadership styles."

Directing (S1) is high on direction and low on support. It's appropriate for enthusiastic beginners who need clear guidance and structure.

Coaching (S2) is high on both direction and support. It's ideal for disillusioned learners who need encouragement and continued guidance.

Supporting (S3) is low on direction and high on support. It works well for capable but cautious performers who need confidence-building and motivation.

Delegating (S4) is low on both direction and support. It's suitable for self-reliant achievers who can work independently with minimal oversight.

5. Matching Leadership Style to Development Level for Optimal Performance

"There Is Nothing So Unequal As The Equal Treatment Of Unequals"

Alignment is crucial. The key to effective situational leadership is matching the leadership style (S1-S4) to the individual's development level (D1-D4) for each specific task or goal. This alignment ensures that employees receive the right amount of direction and support to succeed and grow.

Flexibility is a strength, not inconsistency. Some may view changing leadership styles as inconsistent, but it's actually a responsive and effective approach. By adapting to each individual's needs, leaders can optimize performance and foster development.

Gradual progression. The goal is to help individuals move from lower to higher development levels over time, requiring less hands-on management as they become more competent and committed.

6. The Power of One Minute Goals, Praisings, and Redirections

"Don't Work Harder — Work Smarter"

One Minute Goals provide clarity and focus. They are brief, specific, and easily reviewable, ensuring that both leader and team member are aligned on expectations.

One Minute Praisings offer immediate positive reinforcement. By catching people doing things right and acknowledging their progress, leaders boost motivation and confidence.

One Minute Redirections address performance issues promptly and effectively. They focus on the specific behavior that needs improvement, not the person, maintaining a positive and constructive approach.

7. Six Types of Conversations for Effective Leadership

"Situational Leadership Is Not Something You Do To People, It's Something You Do With People"

Alignment conversations set the stage for effective collaboration by agreeing on goals, development levels, and leadership styles.

Style conversations (S1-S4) implement the agreed-upon leadership approach, providing the appropriate level of direction and support.

One-on-one conversations allow for regular check-ins and adjustments, fostering open communication and trust.

8. Developing People: A Journey from Dependence to Independence

"When The Best Leader's Work Is Done, The People Say, 'We Did It Ourselves!'"

Gradual empowerment. The ultimate goal of situational leadership is to develop people from dependence to independence. This process involves progressively reducing direction and support as individuals grow in competence and commitment.

Celebrate progress. Acknowledging and praising progress at each stage of development reinforces positive behavior and motivates continued growth.

Trust and autonomy. As people become more self-reliant, leaders must learn to step back and trust their team members to make decisions and solve problems independently.

9. The Importance of Positive Assumptions About People's Potential

"Everyone Is A Potential High Performer. Some People Just Need A Little Help Along The Way"

Belief drives behavior. Leaders who assume the best about their people's potential are more likely to invest time and effort in their development. This positive outlook creates a self-fulfilling prophecy, encouraging growth and high performance.

Potential vs. current state. Recognizing that everyone has the potential to be a high performer allows leaders to view current performance issues as opportunities for development rather than fixed limitations.

Growth mindset. By fostering a culture that values learning and improvement, leaders can create an environment where people feel supported in taking risks and developing new skills.

10. Balancing Results and People: The Key to Successful Leadership

"People Who Feel Good About Themselves Produce Good Results."

Dual focus. Effective leaders understand that results and people are not mutually exclusive. By focusing on both, they create a positive cycle where engaged, motivated employees drive better organizational outcomes.

Holistic approach. Balancing results and people involves considering both short-term productivity and long-term development. This approach leads to sustainable success and a more resilient organization.

Positive work environment. When people feel valued and supported, they're more likely to be productive, innovative, and committed to their work. This creates a win-win situation for both the individual and the organization.

Last updated: August 9, 2024