The 5 Leadership Styles

leading people it’s important to adapt your leading style to each individual actually it goes more detailed than that it is down to each major task that
each individual has so that may be that one person in order to produce the weekly
status report they don’t need any supervision at all you can delegate
it fully to them, but in creating a marketing plan for the department its something that they hadn’t done before and they’re going to need a lot
more “hands-on” management so, as you think about managing people it comes down to individuals
and the tasks assigned to them with each task that you assign to an individual what is important to think about are two
things: the motivation to take on this challenge and, the experience they have
in doing this sort of thing what i would ask is that you think about for each
individual motivation on a scale zero, one or two zero: is they are not motivated someone with motivation zero they really aren’t interested in doing this task perhaps with a particular employee they don’t want to be the one that creates the
status report for the weekly team meeting you’ve asked them to do a planned
visit and write up a report on how things are going and they are really not motivated by that
they prefer some other aspect, perhaps the technology is something that turns them on so zero is that individual is not motivated by this task one is there is some motivation there
it’s not that they are jumping up and down its not that they are asking you “please please can I do this?” but, there is a desire to grow and two is that you can see fire in their eyes
they really want to do this, perhaps it’s an area that they really want to develop
for their future perhaps its a type of work they really love in my case i remember when I first started at Accenture programming computers was something you
didn’t need to manage me to do I loved doing it. I would do it in my spare
time, at the weekends so, my manager looking at me while he hands me a programming task would
see me light up and and be excited almost have to hold me in the room to explain the full project before I could go out and start playing with the computers. Because in my mind it was playing that i was doing when I was programming if that same manager had said on friday, instead of programming i want you to spend the day with the accounts receivable team drawing a
process map of how they conduct the process that fire would have gone out of my eyes because
it was not something that really motivated me so with each task and each employee: it’s important to just
think about what level of motivation they have to get this activity done and the same for experience and again we have a zero, one, two scale someone who has done many years of this perhaps someone on your team has been creating the
minutes for the team meeting for a couple of years they do it well their experience is two. They’ve got
three or four years of experience doing it they’ve got the template, they know what goes in
there, they know what doesn’t go into there they don’t need to ask for help maybe there’s someone has just started on the
team, they’ve never created minutes and they don’t know what it quite looks like their experience is zero maybe there is someone on your team that for a programming task they really haven’t got a background in this, they don’t know the language or they have not programmed
in this particular language before so their experience is zero or one or two. So you need to think through… what’s what’s this skill level of this person
how much experience are they bringing to get to this particular activity and you score for each activity and each person where they are on motivation: zero, 1 or 2
where they are on experience: zero, 1 or 2 and this will give you some basis, so perhaps you have someone who is zero and zero lets move that onto our
our management matrix so you have taken a particular task and an employee… and and you have done the sums, and you have looked at how their motivation is to do this particular
task how their experience is to do this particular task and maybe the sum of motivation and experience is zero so you decide this person is not motivated by
this particular task and they have got no experience: zero plus zero leads to zero when you are faced with an individual on your team that
is not motivated and that does not have previous experience there’s nothing you can do as a manager to get them to do this well so, a zero is a HR problem a zero: there is no management that you
can do to get good work out of this individual it’s a waste of time giving this piece of the activity to that individual employee so your best decision if this is a very important piece of work
for the team, is to give it to someone else and if you don’t have someone else to do it you need to replace this individual on the team because there’s no short or long term solution under which
someone who is not motivated and doesn’t have a good level of experience is going to be able
to contribute anything worthwhile to the team so if it zero for motivation
and zero for experience you need to find someone else to do this work but let’s say they’ve got a little bit of motivation but no previous experience or the other case they’re not really motivated but they’ve
been doing it for long enough that they can do it fairly simply the case of producing minutes from a team meeting the individual is not motivated but they know generally what it looks like which case you’ve got a one as the
sum in the case of “1” we move to micro-management in the case of micromanagement you’re going to have to supervise quite closely you going to have to set the activity weekly set the timing and describe how you want it
done and audit and look over it anyone who’s in this “1” level whether it’s because their
experiences is zero or their motivation is zero it is going to be hard work. Micro-Management is not
something you have an enormous scope to be able to to do much of. so the only reason you will allow someone to
be in this micro management level is because either some things is going to change
or you can see a path for them either to be more motivated or to gain the
experience to be able to do it unsupervised so your objective is to move people away from micro-management and move them to level “2”, so level “2” is is perhaps there’s a little bit of motivation, a 1 score in
motivation and a little bit of past experience: so
one and one gives you two maybe its someone who is young who hasn’t done this before, but is very, very
motivated to learn so their motivation is 2 but their experience is zero or somebody who’s not very motivated but they’ve
been doing this for a long time and have a great deal of experience and know how to get it done, in which case your score is 2 and that 2 an activity, and an individual with a score of 2 you can Manage and in the case of Manage, you are delegating the “how” to them so the individual it’s up to them them to decide how they
want to do it but you keep control of the when and the what. So its the
status report I want it 10 minutes before the team
meeting on friday i want it to look more or less like what we have always had it’s up to you when and how do you do it or marketing plan, you set the when: “its due in two weeks time” the what: its a market plan. I’d like it to look to looks somewhat like the template we did last time but you leave it up to them to come to you with the how.
but you are available for helping with the how, but that is
delegated to them so in the case of management you’re still keeping control of what is being done you’re still keeping control of the
deadline but you’re passing over the day-to-day
work on the project to the individual and again this with the accountability question needs to be reinforced each time they come
to you you’re pushing back the problem to
them “what else do we need to do?”
“what other things could be done?” “what do you need to get it done?” anyone that you are managing: you really want to be looking at how you can move them to to level 3. Because level 3 is where you can lead. and the key here at the management level, and at the micro-management level; this side of this quadrant you have a scarce amount of energy and time to dedicate here once you move your employees, the people
reporting to you over into the style of leadership of “leading” or fully delegating; you can start to have
many, many more people on your team because they’re not sucking a scarce resource that you have
in terms of energy, in terms of time so leading: if you look at a task, and this task + person they are highly motivated they are really motivated to learn and there’s a little bit of experience so you have given them 2 on the motivation,
given them 1 in terms of experience three you’re leading. In the case of leading, you are handing over even more responsibility, you are delegating the “what”, you are delegating the “when” you are delegating the “how” over to the individual and you are being there just to to make sure that they are being supported to remove obstacles and help them be successful so, you’re role is no longer manager but moving more to coach and pushing the ownership of all of the task over to the individual and if you’ve got an activity where someone is
fully motivated: motivation level 2 and they’ve got plenty of experience: experience level
2 you start to get to 4 and with 4 you can delegate and ideally you want to move everyone into this phase: into delegation you’re handing over full control and you’re trusting you’re trusting and doing some regular verification the important thing in delegation the difference between an employee, a team member feeling that they’ve received something delegated to them, or the negative, they have received it dumped onto them it is a very different feeling as a team member to have something dumped on to you and the big difference between dumping and delegation: in
delegation you tell the individual “I have specifically
chosen you” “I trust you to do it”
“I am here if you need anything” but “I know you could do it better than I
can do it” but you need to come back regularly with praise. Let them know you are aware they’re working on it let them know that you think they’re
doing a good job dumping is a very horrible feeling. It feels like someone has just passed, thrown the work over at them because you don’t want to do it yourself having something dumped on you is a very un-healthy feeling having something delegated to you and someone look you in the eyes and say “I have specifically chosen you” “you can do this better that I can” “I trust you to come to me if” “if you hit an obstacle” “if you need some support to think
through the problems” but don’t “I trust you to get it done” “I am not going to follow up, I am not going to check up” “This is yours to get done” and when you get your team into leading and delegating as the main styles that your working with them as the team lead you now are freeing up your time to really
look ahead you are not stuck in the details of day to day and you are going to be able to start to look ahead and create time really make those that work for you successful the real job of a leader a great leader is someone that everyone underneath them is even more successful than they are without you as the leader that can only happen when you start to move most of the activity that is being done
by your team into these modes of leading and and delegating, and giving you the time and the energy to look
up to see the roadblocks, remove the obstacles, praise, and reward and really boost the team into a high performance team so these are some important things to think about as you are giving the
work to each member of the team and each activity, and each individual
team member will need a different style in terms of how you relate to them how you help them take responsibility for their work the objective is always to be moving
people out of micro-management into management; out of management into a style of leading and as soon as possible moving them from leading to a style where you can delegate delegation can only happen when the individual team member is motivated
and they have enough experience to know more or less how to get the job done so your job as a leader is to make working on
their motivation and on working on giving them the skills so that they can be a 2+2 person; giving them a “4” keeping them in the delegate box if you can achieve that: you’re going to be
really successful as a team leader


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