Practical approach to the situational leadership. Vadim Nareyko
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Practical approach to situational leadership
Vadim Nareyko, 2014
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Rules
▪ Everybody works
▪ There are no silly questions
▪ Respect to other opinions
▪ Meet maximum amount of people
▪ 3 questions per slide (more – to the question board)
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Vadim Nareyko
• Founder of Management Masters School
• Chief Innovation Officer of Itransition Group
• More than 14 years in team management and coaching
https://www.facebook.com/vadim.nareyko
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Training goal
Increase the efficiency of communication using different leadership styles and related people behavior templates
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What is in this training?
▪ 4 types of leadership styles
▪ 4 types of individual style
▪ 3 meta-programs
▪ 4 levels of competence
▪ 3 types of service companies
Let us check how to combine it
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1. Situational Leadership
Leadership styles theory
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Leadership styles
High focus on people
Low focus on people
High focus on processLow focus on process
Telling
SellingParticipating
Delegating
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1. Telling
▪ One-way communication
▪ Leader defines the roles
▪ Leader defines how to do the task
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2. Selling
▪ Two-way communication
▪ The individual or group being influenced to buy into the process
▪ Leader is providing direction
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3. Participating
▪ The individual or group making decision about tasks
▪ Leader is maintaining relationship behavior
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4. Delegating
▪ High involvement and responsibility of the individual or group
▪ Leader is monitoring the process
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What’s optimal leadership style?
▪ No one style is considered optimal for all leaders to use all the time
▪ Leaders need to be flexible and adaptive
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What’s your style?
▪ Think 1 minute and write down your style
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Introduction to Psycholinguistics
Our language and our mind
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What’s Psycholinguistics?
Psycholinguistics is the study of the psychological and neurobiological factors that enable humans to acquire, use, comprehend and produce language
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3 Presuppositions
1. People have different Experience
2. Experience forms Mind
3. Mind and Language are connected
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Frame of reference
High/Low focus on People
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Frame of Reference
Internal External
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Internal/Self-referencing
▪ Evaluate things on the basis of what they think as appropriate
▪ Own decisions, actions and results
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External/Other-referencing
▪ Evaluate things on the basis of what other think
▪ Look to others for guidance, information, motivation, and decisions
▪ Need feedback and information from others to make decisions
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Frame of Reference
Internal External
It’s not the point It’s the range
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Frame of reference: Language
Internal
▪ I, Me, My
External
▪ You, We, Our
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Frame of reference: Questions
▪ How do you know that you have done a good job?
▪ How do you know that you have chosen the right bank?
▪ When it comes to decision making, how do you generally go about it?
▪ What kind of information do you want in making decisions?
▪ What is the right process to make decision in the company?
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Philosophical Direction
High/Low focus on Process
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Philosophical Direction
Why How
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Why (Origins)
▪ Tend to sort for the philosophical past
▪ Value understanding origin and source
▪ Problem focus
▪ Philosophical
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How (Solution Process)
▪ Tend to sort for the use and purpose of things
▪ Care more about “so what?”
▪ Solution focus
▪ Practical
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Why/How - Language
Why
▪ Reasons
▪ Choices
▪ Origins
▪ Sources
How
▪ Facts
▪ Procedures
▪ Use
▪ “How to”
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Why/How - Questions
▪ What are your steps to resolve important issue?
▪ Why did you choose your car?
▪ When you receive new tools during training, what is more important to know: why it works or how to use it?
▪ When do you think about a subject, do you first think about origins/causation, or do you think about use/function?
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Philosophical direction
Why How
It’s not the point It’s the range
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Attention!
▪ Don’t make decision based on one question and answer!
▪ One frame can not show the whole picture!
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2. Situational Leadership
People levels
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Leadership styles
Low commitment
High commitment
Low competenceHigh competence
Junior
VacationerExpert
PartnerTelling
SellingParticipating
Delegating
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4 Stages of competence
Model from the Gordon Training International
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Competence: Stage 1
Unconsciousincompetence
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Unconscious incompetence
▪ The individual does not understand or know how to do something and does not necessarily recognize the deficit
▪ The individual must recognize their own incompetence, and the value of the new skill, before moving on to the next stage
▪ The length of time an individual spends in this stage depends on the strength of the stimulus to learn
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Competence: Stage 2
Unconsciousincompetence
Consciousincompetence
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Conscious incompetence
▪ Though the individual does not understand or know how to do something, he or she does recognize the deficit, as well as the value of a new skill in addressing the deficit
▪ The making of mistakes can be integral to the learning process at this stage
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Competence: Stage 3
Unconsciousincompetence
Consciouscompetence
Consciousincompetence
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Conscious competence
▪ The individual understands or knows how to do something. However, demonstrating the skill or knowledge requires concentration
▪ It may be broken down into steps, and there is heavy conscious involvement in executing the new skill
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Competence: Stage 4
Unconsciousincompetence
Consciouscompetence
Consciousincompetence
Unconsciouscompetence
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Unconscious competence
▪ The individual has had so much refining practice with a skill that he or she does not really need to think about what to do
▪ The individual has become so comfortable with the skill she/he will often be able to teach it to others
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How to develop competence?
▪ Define the stage
▪ Show the current stage
▪ Discuss how to move to the net stage
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Commitment
Personal motivation
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How can we motivate already?
1. Use defined frame of reference
2. Use right philosophical direction
3. Help to develop competence
4. Find people with right motivation
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Direction Sort
What is motivation?
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Direction Sort
Away from Toward
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Away from (Avoidance)
▪ Move away from what they disvalue
▪ Focus on what they want to avoid
▪ Have more difficulty with goals and managing their priorities
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Toward (Approach)
▪ Move toward their desired outcomes
▪ Feel motivated to achieve
▪ Have more difficulty in recognizing what they should avoid
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Away from/Toward - Language
Away from
▪ Avoidances
▪ Disvalues
▪ Exclude words (stay clear of, get rid of, stay away from, avoid, don’t need)
Toward
▪ Goals
▪ Specific wants
▪ Include words (gain, have, get, attain, achieve)
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Away from/Toward - Questions
▪ What do you want in good relationship?
▪ What do you want from job?
▪ When you get peace, what does that mean to you?
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Away from/Toward
Away from Toward
It’s not the point It’s the range
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Choosing the right style for organization
Situational leadership in consultancy
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3 types of service companies
1. Procedural
2. Brain
3. Grey hair
David H. Maister «Managing the Professional Service Firm»
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Procedural
▪ Work for which the solution/approach is well known, can be delegated to less experienced staff and to some extent the range of answers can even be ‘prescribed’
▪ The key to selling this work is its efficiency
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Brain
▪ Work that requires a lot of creativity
▪ Calling for professional expertise and for which little can be specified in advance
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Gray hair
▪ Equally unique and difficult to proceduralise
▪ The delivery of the solution is based on the experience and breadth of the professional
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Procedural – Leadership style?
▪ Big percentage of unexperienced staff
▪ Formal procedures
▪ Repetitive tasks
▪ We focus on process1. Telling
2. Selling (if we need to increase commitment)
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Brain – Leadership style?
▪ Big percentage of really experienced people
▪ Informal procedures
▪ Creative tasks
▪ We have motivated and experienced people1. Delegating
2. Participating (if we need to increase commitment)
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Gray hair – leadership style?
▪ Amount of juniors – between Procedural and Brain
▪ Experienced but not so creative people
▪ We focus on motivation:1. Participating
2. Selling (if we need to improve processes)
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References
Books
▪ P. Hersey, K.H. Blanchard, D.E. Johnson, Management of Organizational Behavior
▪ M.L. Hall, Figuring Out People: Reading People using Meta-Programs
▪ D.H. Maister, Managing the Professional Service Firm
Wikipedia
▪ Situational leadership theory
▪ Four stage of competence
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Thank you!
Management Masters School
https://www.facebook.com/ManagementMasters
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