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I do see myself as a situational leader. However, I've never really considered if I intentionally review their will and skill. I usually adapt as I read and evaluate the situation and the emotions or responses of the staff.

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I do see myself as a situational leader. However, I've never really considered if I intentionally review their will and skill. I usually adapt as I read and evaluate the situation and the emotions or responses of the staff.

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Much like what Elaine said, I agree with the concept of situational leadership and do think I practice that but it feels mostly intuitive... I think good leaders adapt naturally and make adjustments based on individuals and situations because they sense it's necessary. I like having a formal term for this though, along with the research and diagram to explain it more clearly as an intentional trait leaders can work to develop (whether it's inherently part of their personality of not).

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When working with an M4 follower, it's best to point them in a direction and then let them work. Trust them to do what they're capable of and allow them to determine the steps, timeline and process. Communicate that they have your full support and that you have total confidence in them.

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For followers in the M2 category, leaders must provide additional training and support. These followers are capable but maybe new to the role or "green" (just starting in the field). Avoiding the "sink or swim approach" is critically important. Training and resources helps the individual adapt and increase their skill, thereby boosting their confidence and job satisfaction.

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I had a mentor who used to tell me to "catch them doing something right" and I think that's basically what Dr. Lyons is suggesting here. When working with someone who lacks confidence it's important to set them up for success to help them experience the little victories that will eventually add up to improved self-efficacy.

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An M1 follower is tough and basically needs to be micromanaged (cringe). Unfortunately, with someone like this (low competence and low commitment) leaders will need to take a more hands on approach. This person needs to be trained, monitored and coached in order to be a contributing member of the team.

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Absolutely. Honestly, I apply situational leadership in my professional life and my personal life. Similarly to how we adapt to the needs of our employees/colleagues, parenting requires this same approach, as my children require different approaches to improve motivation and competence. 

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Absolutely. Honestly, I apply situational leadership in my professional life and my personal life. Similarly to how we adapt to the needs of our employees/colleagues, parenting requires this same approach, as my children require different approaches to improve motivation and competence. 

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A highly competent and highly confident M4 employee requires that I clearly outline the assignment, remind them that I am here to support them, and then step back and trust them to do their job. 

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A highly competent and highly confident M4 employee requires that I clearly outline the assignment, remind them that I am here to support them, and then step back and trust them to do their job. 

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A low competence, high commitment M2 employee requires that I remain present to guide/train/coach them in their assignment. This ensures they feel supported as they learn and develop new skills. 

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A low competence, high commitment M2 employee requires that I remain present to guide/train/coach them in their assignment. This ensures they feel supported as they learn and develop new skills. 

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Not only do I know of someone who lacks confidence, but I have been that person many times throughout my life (as I am sure we all have at some point). Small wins is the perfect approach to help build confidence. Holly described it perfectly with her commitment to "catch them doing something good". 

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Not only do I know of someone who lacks confidence, but I have been that person many times throughout my life (as I am sure we all have at some point). Small wins is the perfect approach to help build confidence. Holly described it perfectly with her commitment to "catch them doing something good". 

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A low-competence, low-commitment M1 employee or colleague requires increased contact through both training/coaching and overseeing/managing their assignments. 

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A low-competence, low-commitment M1 employee or colleague requires increased contact through both training/coaching and overseeing/managing their assignments. 

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I do! I think be adaptable is essential to leadership. I believe it is our job as leaders to adjust to those we serve.

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Give them clear expectations, space, and feedback. Highly competent and committed employees do not want to be micromanage, but do want reassurance that they are on the right path.

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Support to fill in the skill gap. Highly committed employees will do what it takes to get up to speed.

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Low self-confidence can come from a variety of places. I've worked with people and I myself have struggled with imposter syndrome. My advice is to have them think of themselves as a friend and what guidance would they give. Sometimes just taking a step back gives us the perspective we need.

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Look for their relative strengths and see what can be replicated from there. Also, getting to know a person can show you a way into their motivation.

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I believe that I lean more toward being a situational leader. I often adapt to the needs of my employees and even students. However, I find that I can become complacent with my beliefs of others. When I rely on their competency and motivation, I tend to fall short when what I thought they could accomplish no longer applies when similar situation arises. I have to be more cognizant of what motivates them to do the work. The skill is more consistent, but the motivation could be the variable.

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Highly competent and committed employees are one of the strongest assets a company could have. They take less time to supervise and can be left on autopilot. When I present an employee/student at the M4 level with a new task, I make sure to orient them to the desired outcome, initially monitor their progress to ensure that they are on the same page, occasionally offering suggestions for efficiency, being available for their questions, and gradually move to having them be more autonomous.

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Definitely training individuals who are at the M2 level. They can't do their job if they don't know how. Another way to support them is to provide them with a peer mentor who understands the job, is compassionate and support of new learners. The individual is already highly committed, perhaps if they learn the job, they can transition to an M4 follower level.

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This is an interesting situation. First, when Dr. Lyon was describing himself taking sailing lessons, he seemed to describe someone who has low skill and low confident. I understand his point about small wins increasing confidence and offering small tasks to increase skill. But what about someone who can do the job well but is in it for the money, or isn't committed to the company or their boss? The risk would be that this person will be staying around until they find something that pays more or a company that values them.

I think that in this situation, feeling valued for their work helps to build commitment and confidence. Perhaps giving them something to care for within the company, like being a director of a small group or improving their status within the company. Showing them that others need them contributes to the feelings of being valued. I would also investigate if they have other talents. Are they a creative person? Do I have projects that will leverage their strengths? These are a few questions I would ask myself in supporting this type of employee or student.

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First, there was a reason why an M1 employee/student was hired or accepted into a program. I would explore what their strengths are and find methods to leverage those strengths during the training. I think this can have a faster effect on learning, feeling valued, and gaining confidence.

Second, I would ask the employee/student why they chose to be here. What is their goal? If their goal is to make money to support their family, we talk about how to grow to get more of it. For example, they learn other skills within the company to advance and work for promotion increases. Similar with students. Help them see the light at the end of the tunnel, and using small wins to get there.

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By Jose

Yes, I am a leader that adapts to the needs of my employees. Everyone is different, and they have a different set of skills and motivations. Knowing each person is very important for it.

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By Jose

Give them clear information

Provide them with the tools needed for their success

Give them space

Check on their progress

Provide feedback

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By Jose

I like to provide them with training and recommend classes or videos to improve their skills.

I remind them, If they have questions, to reach out to me

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By Jose

Build their confidence by celebrating small wins.

Provide them with small tasks.

Reminding them that I appreciate their work and time

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By Jose

Spending time with them

Listening to their needs

Challenging to improve

Providing feedback

Meeting frequently

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Tami Pruitt

Yes, I see myself as a situational leader. I adapt my leadership approach to meet the needs of my team. Some of our consultants are experienced teachers and coaches and come to the team ready to go, while others require more support and training. It's my responsibility to understand and address the unique needs of each team member.

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(Tami) When supporting an employee with a low competence and high commitment I praise what they are doing well and then provide scaffolded training. This support could be a certification course to strength their content knowledge in a particular area or a mentorship with a veteran coach to support the application of skills learned. It would also be important to have frequent check-ins to affirm growth and set new goals.

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I do try to adapt my leadership situationally, but similar to what others have shred, I could be more intentional in evaluating the skill and will of those I lead in order to improve my leadership in some situations. ~Tiffany Elliott

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Providing space and autonomy is bes in this situation. Micromanaging a high-skill. high-will employee can communicate a lack of trust in their abilities. ~Tiffany Elliott

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Provide support and training as necessary. Coaching and mentorship can be highly effective with this type of employee. ~Tiffany Elliott

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Offer encouragement and support. Provide coaching and mentorship paired with opportunities to develop confidence. ~Tiffany Elliott

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This type of employee needs more directive leadership. Be specific and clear in providing directions. Lots of follow up can help with increased follow through. This employee may need more of a micromanagement approach. ~Tiffany Elliott

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I do within my current role, as sort of middle management (in my leadership cpacity) find myself adpating, but still feel burdened by upper level expectations that are not as flexible. - Kelvin A.

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You demostrate trust with an M4 by giving them clear objectives and some flexibilty in how the apply their expertise. They are motivemated by their own ability to tackle task usin their skill strengths. They do best knowing theat have support and resources without continuos oversight. Positive and constructive feedback are appreciated by them. Being both high comitted and competent is a huge assest to any team. - Kelvin A.

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Provide some "teacher centered" highly focused coaching PD so they can bring more skills and competency to the role; even ask them what they need so they fully feel invested. I would set time specific goals to keep them motiviated and celbrate the small wins and successes as they master and implement new skills. - Kelvin A.

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Yes, I meet with them regularly and allow them the autonomy to express their feelings/frustrations; I provide a safe and trusting relationship so that this conversation somes from a place of support and encouragement. We look for any little success or skill strengths we can find and build on setting new goals to build confidence. We also meet regular to talk about what where feel they are making progress and I also add in where I am seeing progress. I feel like encorporating them into the reflect process builds a deeper sense of confidence. - Kelvin A.

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In my leadership role and a coach and team lead, I report progress and concerns to admisitration and if needed we develop a PIP (Personal Improvement Plan), especially if previous less formal attempts at coaching and training (administrative repremands) have gone unapplied. They need very clear goals with timelines and expectations as to what the finish item/performance should look like. There is less flexibiility because it is focused usually on foudational skills. Regualar check in meetings and one-on-one PD's with supporting tools, literature and, videos. The goals should be to work through items until the teacher can perform them as expected on their own. - Kelvin A.