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Just a quick comment to say that you are not the only one who took a while to learn this. I'm right there in line with you.


i think you're describing an age-old management concept called "Situational Leadership" :)

laurence haughton

I agree wholeheartedly but...

It is difficult to make an accurate assessment of exactly "what" each associate needs from you as their manager or coach. Your mental models, your personality, your current circumstances all affect the way you read signals and decide what each means.

You need a system (a process) for making more accurate assessments.

Ken King | King Marketing

I think it's a lesson most managers learn the hard way, as I did. It's the golden rule (do unto others as you would have them do unto you) in action: when you first get a chance to manage you bring with you all your own good and bad experiences and try to manage as you would like to be managed.


bean is right, what you're talking about is covered pretty well by Situational Leadership. In terms of that model, you're treating everyone as Developmental level 4 (highly capable and self-motivated). You seem willing to offer more support if they demonstrate a need (D3/S3), but wouldn't it be more effective if you did that in the first place?
I'm still new to the concept, but I see it as being critically important as I grow as a leader.


Marcus Buckingham's whole life now revolves around tha manager who can pick and choose the best management style for the situation.

His latest book, "The One Thing You Need to Know" deals with this talent.

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