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August 4, 2015

“How does Situational Leadership® fit in with Happiness?” This is a question we have been receiving on a recurring basis since Shawn Achor’s “happiness wave” hit the beach. And to be completely candid, that “happiness wave” is more like a “happiness tsunami.” On the off chance that you have not heard about (or investigated) Happiness, we would encourage you to take a brief bunny trail here:

From our vantage point (and in admittedly overly simplistic terms) Happiness is a leader that matches their approach to the Performance Readiness® of an individual performing a particular task. In more specific terms, that equates to a leader that:

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June 30, 2015

As one might imagine, we get this question quite a bit. It comes mostly from prospects that are thinking about becoming customers. In many cases those prospects have developed a healthy layer of skepticism over the years, and almost without exception that skepticism is grounded in their experience implementing one leadership development program or another with “mixed results.”

And when you are talking about a leadership/influence program “working,” proof is typically grounded in the higher order of Kirkpatrick’s Levels:

  • Level III – is there any evidence of measurable behavior change taking place on the job?
  • Level IV – are any of those behavior changes moving the needle in the right direction?

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May 27, 2015

How cool would it be if after you played an active role in helping somebody learn how to do something they didn’t know how to do … they just did it! They didn’t lose interest in doing this particular thing. They didn’t get distracted by some sort of “non-thing related” issue or challenge. They could just be counted on to “do this thing” the way they learned how to do it, forever and ever. You know what you would call that set of circumstances? You would call it a fairy tale or a fantasy because it would have limited (if any) association with reality.

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March 2, 2015

This blog is the second in a three-part series on “Managing the Movement.” The initial installment focused on a leader’s role in helping others build task-specific competence: Managing the Movement Part I: Building Competence.

In the proverbial “nutshell,” that role featured two primary considerations for the leader:

  1. Making the distinction between someone’s potential to perform a particular task and that individual’s task-specific competence is best described as the gap between what might happen in the future (if everything goes according to plan) and what is happening right now on full display for everyone to see.
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January 5, 2015

There were a number of highly practical Situational Leadership® “sound bites” that Dr. Paul Hersey coined over the years, and we would argue none have withstood the test of time better than this one:

  • “…things are either getting better, or they are getting worse, nothing stays the same.”
He typically used that line to introduce the concepts of Development and Regression. And as we know:
  • Development” is characterized by the growth and incremental improvement an individual demonstrates when they are learning how to perform a new task
  • Regression” is characterized by the decreasing motivation an individual has to continue performing a task for which they have demonstrated at least some level of mastery
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