SITUATIONALLEADERSHIP II0rientation by Sherihan reda
SITUATIONAL LEADERSHIP II• Contents:• Module 1– Leadership for the Future• Module 2– Beliefs and Building Blocks• Module 3– Diagnosis: The first Skill of a Situational Leader• Module 4– Flexibility: The Second Skill of a Situational Leader• Module 5– The Match: Matching Your Style to the Situation to Develop Others’ Competence and Commitment• Module 6– SLII Skill Practice• Module 7– Partnering for Performance: The Third Skill of a Situational Leader• Module 8– Action Planning• Appendices
Purposes of Situational LEDAERSHIP II• 1. Open-up Communication—Increase the Frequency and Quality of Conversations about Performance and Development between You and the People You work with• 2. Help Others Develop Competence and Commitment• 3. Teach Others how to Provide their own Direction and Support• 4. Value and Honor Differences
THE CORE COMPETENCIES OF A SITUATIONAL LEADER• Diagnosis The Willingness and Ability to Look at a Situation and Assess Others’ Development Needs.• Flexibility The Ability to Use a Variety of Leadership Styles Comfortably.• Partnering for Performance Reaching Agreements with Others about the Leadership Style(s) They Need From You to Achieve Their Goals and the Organization’s Goals
Module 1 Leadership for the Future• Overview: Situational Leadership II is a Model for Developing People and Talent. It is a way for Leaders to help the People they work with Grow and become Self-Reliant Achievers. It is a Strategy for aligning Individual Goals and Organization Goals.• Objectives: To Discuss the role of the Leader in a rapidly changing Organization and World To Identify the Importance of Flexibility and Adaptability in Developing People and in Managing Diversity and Change
Module 2 Beliefs and building blocks• Overview: Situational Leadership II training will support the Development of skills, being a Coach, Mentor, and Influencer of Other’s Development. SLII is a Language, as well as a Strategy, for reaching agreements with others about what They Need from You in-order to Develop Their Skills, Motivation, Confidence, Talent and Ability to contribute to the Organization’s Success.
Objectives• To Develop a Common Vocabulary for Leadership• To Understand the Differences between Successful & Effective Leadership• To Discuss the Core Beliefs and Values Underlying the Situational Leadership II Model• To Identify the Three Skills of a Situational Leader— Diagnosis, Flexibility, and Partnering for Performance• To Learn and be Able to Explain why there is no Best Leadership Style• To Learn which Situational Variables to consider when Choosing an Appropriate Leadership Style• To Appreciate the Impact Situational Leadership II can Have on Business Results
Benefits of situational Leadership II• When Leaders are Situational Leaders; - There is Less Tension on the Organization - They are Perceived by the People They work with as Oriented to Change, Receptive to Innovation, and Skillful - Their People Demonstrate Higher Morale, Feel more Empowered and Exhibit more Self-Leadership
Module 3 Diagnosis- the first skill of a situational leader• Overview: Diagnosis will help Leaders choose the most Appropriate Leadership Style to Use in a given Situation to Develop Others’ Skills and Motivation to Achieve Organization Goals. It is a Stopping-to-Think Interval before the Actual act of Execution.
Objectives• To Define Development Level as a Measure of a Person’s Competence and Commitment on a Specific Goal or Task• To Identify the Characteristics and Needs of Others at D1, D2, D3 and D4 Levels of Development• To Develop Skills in Successfully Diagnosing Development Level
Development Levels• Development Level 1— The Enthusiastic Beginner• Development Level 2— The Disillusioned Learner• Development Level 3— The Capable, but Cautious, Performer• Development Level 4— The Self-Reliant Achiever
Module 4 Flexibility– The second skill of a situational Leader• Overview: In this Module, the Four Leadership Styles– Directing, Coaching, Supporting and Delegating—are described in Detail. Participants will Learn what Effective Leaders do in all Four Styles to Develop the Competence and Commitment of the People they Work with.
Objectives• To Identify Directive and Supportive Behaviors• To Describe the Four Leadership Styles• To Learn what a Leader Does in All Four Styles• To be Able to Start a Conversation in each of the Four Styles• To Learn how Flexible You are and what of the Four Leadership You are most Comfortable Using• To Identify the Skills You Need in-order to Adapt Your Leadership Style from One Situation to Another
Module 5 Matching leadership style to Development level• Overview: The Goal in Situational Leadership II is to Match the Appropriate Leadership Style to the Individual’s Development Level. In this Module, Leaders will Learn how to Match Their Leadership Style to Others’ Needs for Direction and Support on Different Goals and Tasks. Leaders will Learn to Choose the Right Leadership Style for the Situation.
Objectives• To Match Leadership Style to Development Level• To Let Leaders Examine Their Efficiency in Diagnosing Development Level and Choosing the Appropriate Leadership Style• To Explain the Negative Impact of Over-supervision and Under-supervision on Others’ Performance and Morale• To Practice Diagnosing Development Level and Using the Four Leadership Styles
Module 6 SL II SKILL PRACTICE• Overview: Situational Leadership II may be considered Common Sense, but It is not Common Practice. In this Module, Leaders will get a chance to Practice the First Two Skills of a Situational Leader: Diagnosis and Flexibility.
Objectives• To Learn how to Move Forward in SLII Model as Competence and Commitment Increase• To Develop Leaders’ Ability to Quickly Diagnose Development Level• To Practice each of the Four Leadership Styles• To Deepen Leaders’ Understanding of each Leadership Style• To Learn how to Move Backward through the SLII Model when Commitment and Performance Decrease• To Develop Skills in Opening-up Communication and having One-on-One Conversation
The Six Steps for Developing Competence and Commitment1. Tell the Individual What to Do.2. Show Him/her What to Do, including What Good Performance Looks Like.3. Let the Individual Try. Encourage the Individual4. Observe Performance Closely. Monitor the Development of Competence and Commitment5. Praise Progress or Redirect6. Change Leadership Style over time, as Competence and Commitment Change. Provide Less and Less Direction as the Individual Builds Skills and Begins to Motivate Himself or Herself.
ONE-ON-ONES• Purpose: One-on Ones provide a Structure for Opening-up Communication and Monitoring Performance. They are typically Short, Regularly Scheduled Meetings Focused on the Individual’s Agenda.• Guidelines:- Short--- 15-30 minutes per Session- Frequent--- at Least Once every Two Weeks- Focused on what the Individual Wants to Talk About- Scheduled in Advance- A Top Priority--- Incase, a Meeting is Postponed, It should be Rescheduled Promptly
Module 7 Partnering for Performance-- the third skill of a Situational Leader• Overview: Partnering for Performance is a Strategy for Opening-up Communication and Working with Individuals to Develop Their Competence and Commitment. Leaders will Learn how to Involve Others in Setting Goals and in Reaching Agreements about which Leadership Style should be Used to Help Them Achieve Those Goals.
Objectives• To Describe the Meaning of Partnering with Others to Develop Their Commitment and Competence• To Learn the Steps in Partnering for Performance• To Diagnose the Development Level of Several People and to Practice Partnering for Performance• To Resolve Disagreement about Development Level• To Learn how to Use Situational Leadership on a Day-to-Day Basis
The Steps in Partnering for Performance• Get Agreement on Goals.• Get Agreement on the Diagnosis of Development Level.• Get Agreement on Leadership Style.• Identify and Get Agreement on Leadership Behaviors.• Get Agreement on How and How Often You will Stay In-touch.
Module 8 Action Planning• Overview: In this Module, Leaders will Plan how They will Use What They have Learned to become Situational Leaders. They will Identify Critical Actions and Develop an Action Plan.• Objectives:• To Familiarize Leaders with All Tools in SLII Tool-Kit to help Them Apply and Use What they have Learned• To Commit to few Critical Actions in Using the Core Competencies of a Situational Leader to Positively Impact Business Results• To Complete an Action Plan
IMPACT MAP MENU OF CRITICAL ACTIONS• Developing Diagnosis Skills• Developing Flexibility• Developing Partnering for Performance Skills• Other Critical Actions
Getting the Most out of your training• Reflect and Record• Be Accountable and Demonstrate Respect for Others• What Great Learners Do• Focus on Impact
THANKS A LOT FOR YOUR TIMEHOPE YOU’VE ENJOYED SLII ORIENTATION