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January 30, 2017

Years ago I had a friend tell me a story that has obviously stuck for one reason or another. He was working a summer job at RFK Stadium in Washington, DC as a local roadie. In essence, he and his crew set up and tore down the stage for a series of large concerts. One such concert featured a well-known band (that will remain nameless) and the Grateful Dead. Now, as I understood it, the local crew set everything up to specification the day before the concert and then notified the bands who showed up separately (at designated times) to conduct sound checks.
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December 15, 2016

  • We define leadership as an attempt to influence…and power as influence potential
    • In that regard “leading” is the art/act of exercising/leveraging power
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October 31, 2016

It is not uncommon to hear Situational Leadership® referred to as “organized common sense.” As a matter of fact, that is how our founder, Dr. Paul Hersey, used to describe it himself. The Situational Leadership® Model, which he dedicated the majority of his career to developing and refining, reduces the overwhelming number of leadership considerations into three commonsense questions:

  1. What is the task?
  2. What is the task-specific ability and willingness of the person performing it?
  3. What leadership style should I employ?

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August 29, 2016

There is nothing more gratifying as a facilitator of a soft-skills workshop than the moment “the light bulbs turn on” for your learners. If you have been there and done that, you know exactly of what I speak! It’s like a cascading “a-ha” moment.

In the case of training Situational Leadership®, that moment usually occurs when learners reflect on their leadership-related successes and setbacks and realize (probably for the first time) that employing the same leadership approach in two drastically different situations doesn’t make leadership sense. The “a-ha switch” flips when someone in the room says something like, “The most inconsistent thing you can do as a leader is to treat everyone the same.”

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August 22, 2016

Most of us are familiar with the phrase, “The ends justify the means.”

Typically, we offer it up (in one form or another) when we attempt to justify an otherwise undefendable influence strategy we put in motion to produce an end result. It’s a defensive remark really, primarily intended to shine a light on what we have accomplished, while simultaneously diverting attention from the manner in which we accomplished it.

The opposite set of circumstances can be equally problematic, “We feel strongly about employing these means.”

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