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Mastering the 4 styles of situational management Tutorial

Unlock the secrets of effective leadership in "Mastering the 4 Styles of Situational Management"! This insightful video delves into the dynamic approach of situational management, guiding you to adapt your leadership style to each team member's unique competencies and motivations. Discover how to elevate your team from varied motivants, ensuring a motivated, competent workforce. Join us to transform your management strategy and foster a thriving team environment!

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Situational management is the answer.

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The kind of management comes from the work of Paul Hersey and Kenneth Blanchard.

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The basic principle is to adapt your management

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to the level of competence and motivation,

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in short,

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to the autonomy of your team member.

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You need to identify beforehand

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the level of competence and motivation of your team member,

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and for that you need to think about individually,

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then meet with your team members to discuss it with them,

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analyze their competence.

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Can they do what you expect of them?

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If you ask them if they feel competent enough for a certain task,

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what would they say?

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Would they say that they know?

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If you examine their results afterwards,

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would you get the proof that they know?

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Of course

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they may be competent on certain files and not on others.

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If this is the case,

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this will require you to take a different position depending on the files.

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I therefore invite you to take a moment with your employee to analyze their

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road map and validate with them their level of competence on various tasks.

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Next,

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analyze their motivation.

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Are your employees motivated by their own objectives?

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Do you feel like you need to push them into taking action?

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How much impetus do they have towards their tasks?

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How much satisfaction do they get from it?

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You can also make them classify their tasks by level

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of satisfaction to get a clearer picture on their motivation.

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So we have 4 potential combinations the non-motivated,

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non-competent individual.

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We will call them motivants 1.

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The motivated

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non-competent individual,

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let's call it motivants 2.

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The non-motivated competent individual will call it motivants 3,

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and the motivated and competent individual will call it motivants 4.

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Keep in mind that to facilitate the understanding of this chapter,

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I'm simplifying on this chart,

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speaking of motivated and competent individuals.

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But someone can be more or less motivated

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and more or less competent on various tasks.

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For example,

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a salesperson could be excellent in client solicitation but bad in contracting.

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The goal of a good manager is to get his team members up to motivants 4,

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in which they are both competent and motivated.

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I urge you,

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however,

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to keep an 80/20 ratio,

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at least having 80% of motivating tasks to perform.

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Indeed,

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the non-motivating tasks performed by an employee should not exceed 20%,

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otherwise frustration takes over.

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You'll need to find solutions to regain some motivation or even change positions.

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Let's talk now about competence.

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The tasks in which the employee is competent should not exceed 80%.

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Indeed,

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it's good to keep an average of 20% of new or challenging tasks.

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Otherwise your employee will stop evolving.

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They will not be learning anything or challenging themselves.

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They will be stuck in a routine.

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The manager has a major influence in the art of adapting his

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support to the level of competence and motivation of his employee.

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And in the art of pushing them to develop their competence and motivation.

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In the following videos,

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we will tackle the good managerial practices

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when facing these four kinds of motivants.

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When faced with motivants 1,

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non-competent and non-motivated adopt a directive style.

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When faced with motivants 2,

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non-competent and motivated adopt an explicative style.

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When faced with motivants 3,

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competent and non-motivated adopt a participative style.

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When faced with motivants 4,

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competent and motivated adopt a delegative style.

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I also invite you in the next videos on the four styles of situational management

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to be aware of your preferred type of management,

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the one which you tend to use in every situation,

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so you can open up to new management

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styles according to the individuals and the situations.

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