Situational. Participant Workbook. Fred Finch. Patricia Stewart. Ken Blanchard

Transcription

1 Situational FRONTLINE leadership Participant Workbook Fred Finch Patricia Stewart Ken Blanchard

2 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK 3-DAY WORKSHOP Authors Fred Finch Patricia Stewart Ken Blanchard Product Developer/Editor Maril Adrian Content Contributors/ Product Champions Maril Adrian Calla Crafts Francisco Gomez Art Director Beverly Haney Production Artists Beverly Haney Gary Onstad Chris Wisherd Kara Meredith Proofreaders Barbara Akers Carey Nash Briana Kimmel Project Managers Carla debose Kim King Gary Onstad Brand Manager Victoria Cutler Ken Blanchard first developed Situational Leadership with Paul Hersey in the late 1960s. In 1985, Blanchard and the Founding Associates of The Ken Blanchard Companies Marjorie Blanchard, Don Carew, Eunice Parisi-Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi created a new generation of the theory called Situational Leadership II. The leadership model used in this product is based on the Founding Associates second generation thinking and research, and is used with their permission. Situational Leadership is a registered trademark of Leadership Studies, Inc. Copyright 2008 by The Ken Blanchard Companies. All rights reserved. Do not duplicate. These materials have been designed to develop specific knowledge and skills and have been thoroughly tested to ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies and are protected under international copyright law. These materials may not be reproduced in whole or in part in any form without the prior written permission of The Ken Blanchard Companies. Item # Global Headquarters Fax UK +44 (0) Canada Singapore V073108

3 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK INTRODUCTION Table of Contents Preface... vii SITUATIONAL LEADERSHIP Situational Leadership II...1 Employee Engagement...2 Performance and Engagement...3 Turning Points...4 What s the Point?...5 Partnering for Performance...6 What s Wrong with This Picture?...7 What s the Point?...9 The Three Skills...10 Competence and Commitment...11 Development Level...12 Pic n Paste Pieces Development Level...13 Development Level Continuum...14 Development Level Matrix...15 Diagnosing Development Level...16 Leadership...19 The Three Skills...20 Directive Behavior...21 Supportive Behavior...22 Pic n Paste Pieces Leadership Style...23 Leadership Style Matrix...24 Situational Leadership II...25 Decision Making Styles...26 Diagnosing and Matching...27 What s the Point?...30 The Three Skills...31 II 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V iii

4 INTRODUCTION Table of Contents SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK PARTNERING AT D1 Partnering at D Partnering for Performance...34 Matching...35 Active Listening...36 Matching Feedback...37 The Enthusiastic Beginner...38 S1 Is for D Providing Work Direction at D What Do You Mean?...41 Specifically Speaking...42 What s the Difference?...43 What s the Point?...44 Partnering for Performance...45 The Steps of Work Direction...46 A SMART Goal...47 Video D D1 Feedback...49 Partnering for Performance...50 How Do You Coach?...51 Day-to-Day Coaching...52 Checking Progress...53 Video Checking Progress...54 PARTNERING AT D2 Partnering at D Undersupervision...56 The Disillusioned Learner...57 S2 Is for D Providing Work Direction at D Feedback...60 Praising...61 Catch Them Doing Something Right!...62 The EAR Model...63 EAR Model Conversation Starters...64 Life at D Life at D2 Feedback...67 Video D D2 Feedback...70 iv 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108

5 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK INTRODUCTION Table of Contents PARTNERING AT D3 Partnering at D Oversupervision...72 To Do List...73 Picture Yourself at D Play Your Cards...75 The Capable, but Cautious, Performer...76 S3 Is for D Providing Work Direction at D Self-Esteem in the Workplace...79 The Self-Esteem and Productivity Link...80 Eroding Self-Esteem...81 Maintaining Self-Esteem...82 Building Self-Esteem...83 Self-Esteem and Listening Experiment...84 Self-Esteem and Listening Guidelines...86 Life at D Life at D3 Feedback...92 Video D D3 Feedback...94 RESOLVING PERFORMANCE PROBLEMS Resolving Performance Problems...95 Identifying Performance Problems...96 What Gets in the Way?...97 What Are Your Options?...98 Resolving Performance Problems...99 Prepare Describe the Problem Explore and Summarize the Problem Problem Solve for Solution Life with Performance Problems A EAR Model Conversation Starters Life with Performance Problems B Listening Feedback Video Resolving Performance Problems Performance Problem Feedback The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V v

6 INTRODUCTION Table of Contents SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK PARTNERING AT D4 Partnering at D The Self-Reliant Achiever S4 Is for D Providing Work Direction at D Delegation What s the Point? Video D D4 Feedback Matchfinder Matchfinder Feedback APPENDIX Matching Feedback...A 1 D1 Feedback...A 2 Life at D2 Feedback...A 3 D2 Feedback...A 4 Life at D3 Feedback...A 5 D3 Feedback...A 6 Listening Feedback...A 7 Performance Problem Feedback...A 8 D4 Feedback...A 9 Matchfinder Feedback...A 10 Bibliography...A 11 vi 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108

7 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK INTRODUCTION Preface Welcome to Situational Frontline Leadership. This unique training focuses on real work with real people the very ones you depend on to carry out the work of the organization. At the end, you ll come away with a plan, fully prepared to use your newly learned skills to partner with your people on a journey that can transform even basic beginners into selfreliant achievers. At the heart of the program is Situational Leadership II the most widely used leadership model in the world. Fundamental to this model are the assumptions that Leaders are responsible for developing their people Developing people requires diagnosing their development needs and adapting your leadership style to meet those needs Leadership is most effective when it is a partnership a side-by-side relationship where both parties are mutually influential The key outcomes of effective leadership are high levels of performance and employee satisfaction another interdependent relationship Since we believe that leadership is a sacred trust, we are committed to providing you with a program that will help you be the best leader you can be. We have taken the concepts of our award-winning Leadership for Supervisors program and put an emphasis on learning by doing. This new program allows you to design your skill practices around everyday situations with your own people before using these skills with them back on the job. Your responsibility is to take what you learn and continue your growth as a leader so you can provide the kind of leadership that nurtures the development of your people and produces high levels of performance and satisfaction. You ll be amazed at the effect it has on your own performance and satisfaction. Fred Finch Patricia Stewart Ken Blanchard 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V vii

8 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK SITUATIONAL LEADERSHIP II Situational Leadership II Purpose To learn a leadership model for developing people in order to achieve individual and organization goals Outcomes As a result of completing this module, you will be able to Diagnose individual development needs Adapt your leadership behavior to meet individual development needs Reach agreements with people that move them along the path to becoming Self-Reliant Achievers Increase employee performance and engagement 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V

9 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK SITUATIONAL LEADERSHIP II What s the Point? Negative Turning Point Record an interaction with your leader that had a negative impact. What did your leader do or say? How did you react? Positive Turning Point Record an interaction with your leader that had a positive impact. What did your leader do or say? How did you react? 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V

10 SITUATIONAL LEADERSHIP II SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK Partnering for Performance Performance Planning Matching Providing Work Direction Performance Coaching Day-to-Day Coaching Checking Progress Performance Evaluation The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108

11 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK SITUATIONAL LEADERSHIP II What s Wrong with This Picture? Chris: Jamie, I want to talk about the new project. Since I haven t heard how you re going to approach it, I put this action plan together for you. Jamie: I know this is a major project, but I didn t realize you were expecting a stepby-step action plan. I ve handled large projects before, so I m not concerned with that part of it. I m more worried about getting along with this particular team of people since I ve never worked with them. Chris: You shouldn t be worried. You re one of our most seasoned project managers that s why I assigned this job to you. Jamie: Sandy worked a long time to build trust and respect with this team. I work differently than Sandy. I m afraid they might not like my style. Chris: I ll tell you what we ll do. First, I ll send out a memo explaining the project and their assignments as team members. Then I ll set up a meeting to outline the new project and my expectations for each of them. I ll introduce you, and you can explain why you re looking forward to managing the project and what s in it for them. Jamie: I don t know. I might not have much credibility if you take the lead. I m just worried about them accepting me. Chris: Well, since you re so unsure of yourself in this situation, I d better take the lead. Of course, I ll tell them they ll be dealing strictly with you in the future The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V

12 SITUATIONAL LEADERSHIP II What's Wrong with This Picture? SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK Jamie: I think I d feel more comfortable writing the memo and handling the initial meeting myself. Chris: Let s follow my plan for now; however, you can draft the memo and get it to me by the end of the day. I ll be out of the office tomorrow, and I d like to move quickly. Jamie: Whatever you say. You ll have a draft by this afternoon The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108

13 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK SITUATIONAL LEADERSHIP II What s the Point? Answer these questions about Chris and Jamie s interaction. 1. Is Chris interaction with Jamie a positive or a negative turning point? Positive Negative 2. What is the issue/task that Jamie was concerned about? 3. How competent is Jamie on this task? 4. How motivated is Jamie? 5. How confident is Jamie on this task? 6. What does Jamie need? 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V

14 SITUATIONAL LEADERSHIP II SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK The Three Skills DEFINITION Diagnosis Assessing an individual s development needs on a specific goal or task Flexibility Partnering for Performance The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108

15 SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK SITUATIONAL LEADERSHIP II Competence and Commitment DEFINITION Competence Task-specific knowledge and skills developed through Experience Training Coaching Transferable knowledge and skills that can be used across multiple goals or tasks and are applicable to the task at hand, such as Problem solving skills Communication skills Project management skills DEFINITION Commitment The motivation to perform the goal or task, including Excitement Enthusiasm Energy The confidence to perform the goal or task independently 2008 The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V

16 SITUATIONAL LEADERSHIP II SITUATIONAL FRONTLINE LEADERSHIP PARTICIPANT WORKBOOK Development Level DEFINITION DEFINITION Development Level An individual s level of competence and commitment on a goal or task The Four Development Levels The predictable learning stages an individual goes through on the path to becoming a Self-Reliant Achiever The Ken Blanchard Companies. All rights reserved. Do not duplicate Item # V073108