Situational Leadership® is a model that over 15 million managers have experienced in formal training around the globe. It is a practical model grounded in pioneering research and foundational principles of influence. It has also become an essential tool for leaders at all levels of an organization to leverage as they manage performance in an ever-changing world.
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The essence of the Situational Leadership® Model is that there is no “best” leadership style. They all work, and they all don’t. It depends upon the circumstances in which those styles are employed. Therefore, Situational Leaders adjust and modify their approach after thoughtful consideration of the task that needs to be completed, in combination with the task-specific ability and willingness of the follower(s) to complete it.
So, why is the Situational Leadership® framework important?
In a word, “difference:”
This article provides further understanding of the Situational Leadership® approach along with the pros and cons associated with its adoption.
Consider for a moment the intimidating sea of variables that impact the effectiveness of a leader.
If we were to draft all this out as an equation, it might look something like this:
(Leader effectiveness is a function of the situation; follower; boss; associates; company performance; company culture; etc.)
The Situational Leadership® framework helps leaders focus by drawing their attention to the most important variables (the situation and the follower). If the follower decides not to follow, all the other variables are rendered obsolete! This is why Situational Leaders have a plan for every situation they encounter.
Strong teams have remarkable similarities:
Situational Leaders work through team purpose, roles and goals to help determine the incremental contributions members of the team should be prioritizing and executing. The task that a Situational Leader uses as the first step in that process can be thought of as the “lowest common denominator” of a performance goal. From that point of initiation, the Situational Leader aligns with each team member, on each task, regarding the level of guidance and support that is needed for goal achievement.
The less experience and confidence a member of the team has to fulfill their role in that task, the more the leader provides the benefits associated with their own experience. The more experience and confidence the team member has, the less the leader’s experience is needed.
In sports, a team can be playing poorly against an evenly matched opponent and still find themselves winning. Conversely, there are times when a team can be playing almost flawlessly and somehow find themselves behind. Neither outcome is an accurate reflection of the input being provided in the moment, but it does raise an interesting question:
Unless you are engaged in online betting, most would say a much safer team to align with would be the one that consistently and effectively executes proven fundamentals over time.
Much the same when evaluating an organization.
Environmental factors can produce a positive or a negative snapshot of organizational performance in the moment. But over the long haul, the organization that has the best leadership wins. This has been the stated investment philosophy of Warren Buffet since the 1980s. The balance sheet provides useful and necessary information. But the tenure, base of relevant experience, and ongoing strategy to develop future leaders, are key to long-term success.
So, what do you teach those leaders? Above all else, adaptability! The world is dynamic. It changes when it feels like it! Leaders who can recognize those changes, and effectively adapt to them, win!
Marshall Goldsmith began his historic career at The Center for Leadership Studies. He was hired in the late 1970s by Dr. Hersey and has gone on to become known worldwide for his pioneering work with Executive Coaching (Stakeholder-Centered Coaching).
When asked about the Situational Leadership® Model, Marshall is famous for delivering a prophetic, two-tiered response:
The first part of this comment at least partially explains why 15 million managers around the world have participated in Situational Leadership® training. It is practical, it makes sense, and it’s easy to understand!
The second part explains why there are far fewer practicing Situational Leaders than there are people who have successfully completed Situational Leadership® training. People are challenging! Behavior change is difficult! “Knowledge of” is by no means the same thing as “skill with”.
Here are the recurring challenges we hear voiced for the task of translating an understanding of the Situational Leadership® approach into the behavior of a Situational Leader.
It boggles the mind that leadership is periodically referred to as a “soft skill.” On the basis of our experience, nothing could be farther from reality. Leadership is a “hard skill.”
The most difficult thing about becoming an effective Situational Leader on a consistent basis is learning how to become increasingly cue-sensitive to the parameters that will ultimately determine success. Once again, the steps of the Situational Leadership® Model are easy to understand but far more challenging to master:
These questions provide challenges for “those who understand” to transition into “those who can demonstrate that understanding” and effectively influence.
The Situational Leadership® Model is not some sort of magic formula leaders can universally employ to turn things around or consistently exceed expectations. In large part, much like any other leadership tool or methodology, there are circumstances where it can be implemented by skilled practitioners and still not deliver desired outcomes. For example, the Situational Leadership® framework is not a cure for:
Most human beings seek a state of stability. We like to not only know what is going on around us but also have some input over it. In that regard, some can view the notion of flexibility as working at cross purpose with effective leadership. That argument typically sounds something like this:
While certain aspects of that philosophical position have merit, it can also be used out of context and presented as a convincing drawback to resist becoming more adaptable and more skilled as a leader.
No one would argue that leaders need to build their reputation and foundation for influence on trust and ever-expanding expertise. Leaders should consistently build those bases of power with each and every interaction they have. However, the most inconsistent thing a leader can possibly do is to treat everyone the same. The readiness of any follower to perform is task-dependent. Change the task and, in all likelihood, you adjust the readiness. Leaders that consistently approach every opportunity to lead the same way institutionalize discord. Even still, this can be a difficult barrier for new leaders to overcome.
At The Center for Leadership Studies, we have been at the forefront of leadership development for over 55 years. We truly believe, on the basis of our current reality, that the Situational Leadership® Model is more relevant today than it ever has been for leaders across industries and in every walk of life.
We also believe there are formidable challenges associated with turning one’s understanding of the Situational Leadership® approach into the disciplined actions of a true Situational Leader. However, and with bias duly noted, the benefits of becoming a Situational Leader are worth every bit of effort it takes to work through the challenges!
Contact us to help develop your team today.