Situational Leadership Part 1

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Situational Leadership ,Why are objectives important?

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  • Individuals to write a learning objective for their own session. Trainer to check to ensure objectives are specific and measurable.
  • Situational Leadership Part 1

    1. 1. Situational Leadership Supportive Directive Directing Supporting Delegating Coaching
    2. 2. Situational Leadership Supportive Directive Directing Supporting Delegating Coaching
    3. 3. Effective Teams - Objectives Why are objectives important? <ul><li>Need to have a focus for the session </li></ul><ul><li>Gives you something to check against when you have finished </li></ul><ul><li>Tells you if the session was successful or not </li></ul><ul><li>Keeps you on track & stops tangents. </li></ul>
    4. 4. Effective Teams - Objectives <ul><li>S </li></ul><ul><li>M </li></ul><ul><li>A </li></ul><ul><li>R </li></ul><ul><li>T </li></ul>Objectives should be pecific Have you stated the objective accurately? easurable How will you know they have achieved it? greed Will they accept it or act upon it? ealistic Is it achievable, Can it be done? ime Related When is the objective to be achieved?
    5. 5. Effective Teams - Objectives Objectives you can measure <ul><li>Don’t use vague words </li></ul><ul><ul><ul><li>Know </li></ul></ul></ul><ul><ul><ul><li>Understand </li></ul></ul></ul><ul><ul><ul><li>Appreciate </li></ul></ul></ul><ul><li>Use words that can be measured </li></ul><ul><ul><ul><li>Explain </li></ul></ul></ul><ul><ul><ul><li>Demonstrate </li></ul></ul></ul><ul><ul><ul><li>List. </li></ul></ul></ul>
    6. 6. Objectives <ul><li>BEHAVIOUR: </li></ul><ul><li>What do I want to see them doing or not doing? </li></ul><ul><li>STANDARD: </li></ul><ul><li>How well will they be doing it to be effective? </li></ul><ul><li>MEASUREMENT , i.e.: </li></ul><ul><li>Percentage quantity, within time scale, without damage, without error, following a checklist, according to a model. </li></ul>
    7. 7. Objectives <ul><li>CONDITIONS </li></ul><ul><li>Under what conditions will they be doing it </li></ul><ul><li>SITUATION or environment under which the action must be performed </li></ul>The benefit of setting performance objectives is that there is clarity of interpretation by all parties. They are based on fact rather than feeling .
    8. 8. Objectives <ul><li>Make sure your Objectives are SMART </li></ul><ul><li>Set review dates </li></ul><ul><li>Outline the consequences of missing the objectives </li></ul><ul><li>Check if they need help / training / coaching </li></ul><ul><li>Ensure they realise you are there to help. </li></ul>
    9. 9. What are the benefits of Delegating? <ul><li>Saves you time </li></ul><ul><li>Helps develop your people </li></ul><ul><li>Utilise specialist skills within your team </li></ul><ul><li>Grooms a successor </li></ul><ul><li>Motivates </li></ul>
    10. 10. Why do people avoid delegating? <ul><li>Lack of time </li></ul><ul><li>Perfectionism - fear of mistakes </li></ul><ul><li>Enjoying 'getting my hands dirty' </li></ul><ul><li>Fear of surrendering authority </li></ul><ul><li>Fear of becoming invisible </li></ul><ul><li>Belief that staff 'are not up to the job' </li></ul>
    11. 11. Guidelines in delegating <ul><li>Decide what to delegate </li></ul><ul><li>Select capable, willing people to carry out jobs </li></ul><ul><li>Delegate complete jobs </li></ul><ul><li>Explain why the job is done, and what results are expected </li></ul><ul><li>Let go! </li></ul><ul><li>Give help and coach when requested </li></ul><ul><li>Accept only finished work </li></ul><ul><li>Give credit when a job has been successfully completed </li></ul>
    12. 12. Levels of Delegation 5 minutes in groups, consider:- What levels of delegation are there? (CLUE – there are 10 of them)
    13. 13. 10 Levels of Delegation <ul><li>1 &quot;Wait to be told.&quot; or &quot;Do exactly what I say.&quot; or &quot;Follow these instructions precisely.&quot; </li></ul><ul><li>2 &quot;Look into this and tell me the situation. I'll decide.&quot; </li></ul><ul><li>3 &quot;Look into this and tell me the situation. We'll decide together.&quot; </li></ul><ul><li>4 &quot;Tell me the situation and what help you need from me in assessing and handling it. Then we'll decide.&quot; </li></ul><ul><li>5 &quot;Give me your analysis of the situation (reasons, options, pros and cons) and recommendation. I'll let you know whether you can go ahead.&quot; </li></ul>
    14. 14. Levels of Delegation <ul><li>6 &quot;Decide and let me know your decision, and wait for my go-ahead before proceeding.&quot; </li></ul><ul><li>7 &quot;Decide and let me know your decision, then go ahead unless I say not to.&quot; </li></ul><ul><li>8 &quot;Decide and take action - let me know what you did (and what happened).&quot; </li></ul><ul><li>9 &quot;Decide and take action. You need not check back with me.&quot; </li></ul><ul><li>10 &quot;Decide where action needs to be taken and manage the situation accordingly. It's your area of responsibility now.&quot; </li></ul>
    15. 15. The 7 Steps of Successful Delegation <ul><li>1 Define the task </li></ul><ul><li>2 Select the individual or team </li></ul><ul><li>3 Assess ability and training needs </li></ul><ul><li>4 Consider resources required </li></ul><ul><li>5 Communicate the task </li></ul><ul><li>6 Support and communicate </li></ul><ul><li>7 Feedback on results </li></ul>
    16. 16. What needs to be discussed? <ul><li>What the task is </li></ul><ul><li>The required results </li></ul><ul><li>The importance of the task </li></ul><ul><li>Why they have been chosen </li></ul><ul><li>What they will gain from doing this </li></ul><ul><li>Any constraints within which it should be conducted </li></ul><ul><li>The deadlines for completion </li></ul><ul><li>Dates/times of any progress meetings or interim reviews </li></ul><ul><li>The resources they may need </li></ul><ul><li>Discuss any training that is required </li></ul>

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