00:00:08
Situational management is the answer.
00:00:11
The kind of management comes from the work of Paul Hersey and Kenneth Blanchard.
00:00:16
The basic principle is to adapt your management
00:00:19
to the level of competence and motivation,
00:00:23
to the autonomy of your team member.
00:00:26
You need to identify beforehand
00:00:28
the level of competence and motivation of your team member,
00:00:32
and for that you need to think about individually,
00:00:36
then meet with your team members to discuss it with them,
00:00:39
analyze their competence.
00:00:42
Can they do what you expect of them?
00:00:44
If you ask them if they feel competent enough for a certain task,
00:00:48
what would they say?
00:00:50
Would they say that they know?
00:00:52
If you examine their results afterwards,
00:00:54
would you get the proof that they know?
00:00:58
they may be competent on certain files and not on others.
00:01:02
If this is the case,
00:01:04
this will require you to take a different position depending on the files.
00:01:09
I therefore invite you to take a moment with your employee to analyze their
00:01:14
road map and validate with them their level of competence on various tasks.
00:01:21
analyze their motivation.
00:01:23
Are your employees motivated by their own objectives?
00:01:27
Do you feel like you need to push them into taking action?
00:01:30
How much impetus do they have towards their tasks?
00:01:34
How much satisfaction do they get from it?
00:01:36
You can also make them classify their tasks by level
00:01:39
of satisfaction to get a clearer picture on their motivation.
00:01:44
So we have 4 potential combinations the non-motivated,
00:01:49
non-competent individual.
00:01:51
We will call them motivants 1.
00:01:56
non-competent individual,
00:01:58
let's call it motivants 2.
00:02:00
The non-motivated competent individual will call it motivants 3,
00:02:05
and the motivated and competent individual will call it motivants 4.
00:02:11
Keep in mind that to facilitate the understanding of this chapter,
00:02:15
I'm simplifying on this chart,
00:02:17
speaking of motivated and competent individuals.
00:02:21
But someone can be more or less motivated
00:02:23
and more or less competent on various tasks.
00:02:27
a salesperson could be excellent in client solicitation but bad in contracting.
00:02:33
The goal of a good manager is to get his team members up to motivants 4,
00:02:38
in which they are both competent and motivated.
00:02:44
to keep an 80/20 ratio,
00:02:47
at least having 80% of motivating tasks to perform.
00:02:52
the non-motivating tasks performed by an employee should not exceed 20%,
00:02:57
otherwise frustration takes over.
00:03:00
You'll need to find solutions to regain some motivation or even change positions.
00:03:06
Let's talk now about competence.
00:03:08
The tasks in which the employee is competent should not exceed 80%.
00:03:15
it's good to keep an average of 20% of new or challenging tasks.
00:03:20
Otherwise your employee will stop evolving.
00:03:24
They will not be learning anything or challenging themselves.
00:03:27
They will be stuck in a routine.
00:03:30
The manager has a major influence in the art of adapting his
00:03:34
support to the level of competence and motivation of his employee.
00:03:38
And in the art of pushing them to develop their competence and motivation.
00:03:43
In the following videos,
00:03:45
we will tackle the good managerial practices
00:03:48
when facing these four kinds of motivants.
00:03:51
When faced with motivants 1,
00:03:53
non-competent and non-motivated adopt a directive style.
00:03:58
When faced with motivants 2,
00:04:00
non-competent and motivated adopt an explicative style.
00:04:05
When faced with motivants 3,
00:04:08
competent and non-motivated adopt a participative style.
00:04:13
When faced with motivants 4,
00:04:16
competent and motivated adopt a delegative style.
00:04:21
I also invite you in the next videos on the four styles of situational management
00:04:27
to be aware of your preferred type of management,
00:04:31
the one which you tend to use in every situation,
00:04:35
so you can open up to new management
00:04:37
styles according to the individuals and the situations.
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