This course is ideal for new supervisors and managers who may struggle with managing employees who require differing approaches to succeed in their jobs, as well as for more experienced managers who may have become too reliant on their “default” style and miss opportunities to adjust their style for better outcomes and results.
Situational Leadership is a world-recognized methodology for managing and leading others based on the work of Paul Hersey and Ken Blanchard. The essence of this program is that employees tend to vary in their capabilities and motivations, which can be categorized into four (4) “readiness” levels – R1, R2, R3, R4. Participants learn how to effectively diagnose employee “Readiness” and then apply the appropriate managing style which is defined as S1, S2, S3, and S4.
Newer employees and less skilled employees tend to be at readiness levels R1 and R2, which requires the supervisor to provide a more “hands-on” approach in terms of provide guidance, instruction, and coaching. More skilled or longer term employees may be at levels R3 and R4 which means they have key skills and knowledge but may lack motivation or confidence (R3), or they may be fully competent and motivated (R4). In these situations, the manager may need to “partner” with the employee to better understand motivational issues or delegate to those employees who are fully motivated and able to do the job.
A variety of exercises are used as well as a case study and video to provide course participants with numerous opportunities to hone their skills. This enables participants to then apply these new skills and knowledge to assessing the needs and best approach in supervising their staff. .
Through this one day program, participants will learn:
- How to identify “behavioural clues” that reflect varying levels of employee “Readiness”
- What types of supervising style they tend to use most often and how this could represent “missed opportunities” to adjust one’s style for better results
- The four key supervising styles – Directing, Coaching, Problem Solving, and Delegating – and when to best use each style
- How to actually deal with varying workplace employee performance issues and situations through the use of a “Situational mastery” exercise
- How to apply learnings to actual supervising challenges they may be experiencing
- Best practices in leading others
Method of Instruction: The course in highly interactive and engaging, based on adult learning principles. The instructor uses a variety of exercises, as well as a video and case study to allow for participant practice. Small group work is also used.
The outline is as follows:
8:30 – 9:15
Participant Needs and Learning Expectations.
Exercise – Why is Sam’s performance not improving?
9:15 – 10:15
Assessing Your Own (“default”) Style Preference (“Teller” Coach, Problem Solving, Delegator) – inventory
Understanding the Situational Leadership Framework
Defining the 4 levels of Employee “Readiness”
10:15 – 10:30
10:30 – 12:00
Group exercise – Diagnosing Employee Readiness – behavioural clues
Debrief of group work
Case Study part one – the Bob Knowlton Story
Understanding the 4 Leadership Styles: S1, S2, S3, S4
Situational Exercise – small groups determine the most appropriate managing approach – Debrief o group work
12:00 – 1:00
1:00 – 2:30
Video – Improving performance issues at Work
Exercise based on Video
Case Study part two – the Bob Knowlton Story
2:30 – 2:45
2:45 – 3:30
Situational Mastery – final exercise
Scoring of results – prizes for excellence!
3:30 to 4:00
Applications to real workplace needs
Action plan: Stop / Start / Continue