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Th e 2 1 - D ay
SiTuaTional Self leaDerShip
        a c Ti o n p l a n

    e x p e r i e ncing the rewards
            o ...
The 21-DAy SiTuATiOnAl SelF leADerShiP AcTiOn PlAn
                                      Experiencing the Rewards of Manag...
Experiencing the Rewards
                                    of Managing Up in 21 Days


1        Craft Your Vision Statement
         Generate energy and sustain your passion

         Are you layi...
DAY                                                                                                                       ...
DAY                                                                                                              One On On...
DAY                                                                                                                       ...
DAY                                                                                                                     Mi...
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21 Days SSL Sample


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The 21-Day Situational Self Leadership (SSL) Action Plan is designed to help you experience the promise of self leadership by challenging your assumed constraints, celebrating your points of power, and
collaborating for success—especially with your manager.

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21 Days SSL Sample

  1. 1. Th e 2 1 - D ay SiTuaTional Self leaDerShip a c Ti o n p l a n e x p e r i e ncing the rewards o f Managing up S u s a n Fo w l e r For Preview Only Phil Reynolds Laurence Hawkins Ke n B l a n c h a r d
  2. 2. The 21-DAy SiTuATiOnAl SelF leADerShiP AcTiOn PlAn Experiencing the Rewards of Managing Up Authors Susan Fowler Phil Reynolds Laurence Hawkins Ken Blanchard editor Art Director Maril Adrian Beverly Haney Proofreaders Production Artists Barbara Akers Bridgit Watt Carey Nash Kara Meredith 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. © Copyright 2009 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 For Preview Only ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies and are protected under international copyright law. 125 State Place, Escondido, CA 92029 USA Global Headquarters 760 489-5005 • 800 728-6000 • Fax 760 489-8407 UK +44 (0) 1483 456300 Canada 905 829-3510 • 800 665-5023 Singapore +65 6775 1030 Item # 17437 V081509
  3. 3. Experiencing the Rewards of Managing Up in 21 Days Each assignmEnt FOcUsEs On OnE OF thE FOllOwing aREas: mind-sEt ssl gamE Plan Getting Started OnE On OnE mEEting The 21-Day Situational Self Leadership (SSL) Action sElF lEadERshiP skills Plan is designed to help you experience the promise of self leadership by challenging your assumed constraints, celebrating your points of power, and day 1—cRaFt yOUR VisiOn statEmEnt collaborating for success—especially with your manager. day 2—cREatE thE mOst imPORtant list yOU may EVER makE First, commit to the 21-day process. Then, follow through by devoting 15 minutes each day to reading day 3—challEngE assUmEd cOnstRaints the appropriate page and taking the recommended in thE wORkPlacE action. Each day’s assignment builds on previous ones. You can expect to day 4—wORk yOUR ssl gamE Plan • Review basic concepts learned in your SSL day 5—dEFinE a kEy REsPOnsibility aREa workshop and create the “best of times” working day 6—dEtERminE yOUR gOal environment • Deepen your skills for conducting One on One day 7—diagnOsE yOUR dEVElOPmEnt lEVEl meetings with your manager day 8—dEcidE On thE lEadERshiP stylE nEEdEd • Find ways to obtain the direction and support you need from a variety of sources day 9—Plan yOUR FiRst OnE On OnE mEEting • Be inspired by reflections of self leaders who have day 10—challEngE assUmEd cOnstRaints successfully put the ideas of self leadership into abOUt yOUR OnE On OnE mEEting action • Undertake assignments that apply the concepts, skills, day 11—cElEbRatE POints OF POwER and practices in your own work situation day 12—cOndUct OnE On OnE mEEting The practical skills of a self leader are almost impossible day 13—dEbRiEF OnE On OnE mEEting For Preview Only to master if you have not accepted responsibility day 14—dO takE actiOn for your own growth and progress. However, the only way that anyone can lead you is to restore your day 15—dEtEct changEs in cURREnt REality ability to guide yourself. As the 21-day methodology day 16—cOllabORatE FOR sUccEss progresses, you will begin to handle that responsibility more effectively. Taking the lead and managing up will day 17—ExPREss yOURsElF become more familiar and comfortable. day 18—sEll a sOlUtiOn The Situational Self Leadership Action Plan CD day 19—nEgOtiatE FOR aUtOnOmy The CD contains interactive day 20—REmEmbER thE bEst and wORst OF timEs worksheets that support your daily assignments. day 21—cOmmit tO sElF lEadERshiP © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509
  4. 4. MinD-SeT 1 Craft Your Vision Statement Generate energy and sustain your passion Are you laying bricks or building a cathedral? You may be familiar with the old story* about a man who journeyed the world searching for knowledge and wisdom. As he wandered from village to village, he encountered three men laying bricks. Always seeking to learn, he asked a seemingly simple question: “What are you doing here?” Find Your Purpose The first man answered, “What does it look like? I am laying bricks.” Consider how a clear purpose for your work will help you manage up. If you and your The second man replied, “Can’t you tell? I’m putting up a wall.” manager disagree on the purpose of your The third man looked up, smiled, and said, “What am I doing? I’m role, it is unlikely that you will agree on the building a cathedral. It will be beautiful, and thousands of people will come priority of your goals, everyday tasks, and the here for inspiration.” skills, resources, or training necessary for you to accomplish it. Benefits of a Well-Crafted Vision Statement A thoughtfully crafted vision statement gives you perspective for the work you do each day. It empowers you to overcome the inevitable obstacles, pain, strife, and exhaustion that could jeopardize your success at work. It is the ultimate answer to the seemingly simple question, “What am I doing here?” The longevity of this story is a testament of its strength to connect your work to a clear and powerful purpose. Who would you prefer ACTION to be? Which of the three men will find the strength, will, and desire Use the Vision Statement worksheet to craft to continue working when his back aches or the weather turns or refine your work-related vision statement. cold? Which one will feel a greater sense of accomplishment and (The template can also be used to craft a satisfaction over time? All three men are doing the same work, but personal vision statement.) with a different vision. All three are laying bricks, but the third is For Preview Only working with a higher end in mind, a grander purpose—a vision for his work-related role. A new Chapter to the Story What if you are happily working away on your “cathedral wall,” with your higher purpose in mind, only to discover that your boss has a reFlecTiOnS OF A SelF leADer different purpose in mind—that the wall you are building is for a My vision statement guides everything I do— shopping center? You are laboring under a false impression—your from the decisions I make to how I spend my time. vision is not aligned with your organization’s vision for your role. This I get great satisfaction doing my work and living misalignment will eventually diminish your long-term commitment my life on purpose. and cause confusion and misunderstanding between you and your —Karen von Boetticher, Training Specialist, PHR, Healthcare Services, USA organization—particularly with your manager. * This story is older than you might think. It was first recorded by St. Benedict in 530 A.D. © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 1
  5. 5. DAY SSL GAMe PLAn 8 Decide on the Leadership Style Needed Get the direction and support you need to succeed What is wrong with waiting for your boss to figure out what you need? Nothing, as long as you are willing to live without getting what you need when you need it. Your manager has plenty of priorities. It is unwise to think that your needs will always be at the top of the list. It is better to be proactive. After all, if you are not prepared to act on your own behalf, why should you expect it from someone else—even if that someone is your manager? Know What to Ask For Self leaders are proactive about identifying what they need ACTION rather than waiting and hoping their managers will figure it out for them. Use the Needs Model to choose the leadership • Decide on the leadership style you need based on style that best matches the diagnosis of your development the diagnosis of your development level for your level on your goal. The Needs Model illustrates the link goal. between each of the four development levels and the • Refer to the appropriate Prescriptions section in matching leadership style so you know what to ask for. your DnA Guide for specific examples of direction and/or support to ask from your manager or other The Needs Model sources. • Transfer the leadership style you D4 D3 D2 D1 High Moderate-to-High Low-to-Some Low need along with the most appropriate Goal/Task/ Competence— High Competence— Variable Competence— Low Competence— High Prescriptions to step 4 on the SSL Skill Commitment Commitment Commitment Commitment Game Plan Worksheet (Day 5). High Low Directive High Directive and and C High Supportive NG High Supportive O Behavior Behavior I RT AC For Preview Only Let’s Talk, Let’s Talk, PO D3 Decides Leader HIN Supportive Behavior Decides S UP G S3 S2 S4 S1 ING reFlecTiOnS OF A SelF leADer DIR AT Leader I now understand that managing up to get the leadership EC D4 EG Decides Decides IN style that matches my development level is my responsibility. EL T D Low Directive High Directive G and and I have learned to seek the direction and support I need, Low Supportive Behavior Low Supportive Behavior not only from my boss, but anyone who can help me reach my goals. As a result, my relationship with my boss has Low Directive Behavior High improved and so has the way I feel about my job. —Juny Martindale, Assistant Manager of Compliance, Barbados © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 2
  6. 6. DAY One On One MeeTinG 9 Plan Your First One on One Meeting Structure your discussion for getting what you need from your manager What is your most important work relationship? Your boss is probably at the top of your list—or should be! The Purpose of One on One Meetings The nature of your relationship with your manager is often • To open up communication between you and your directly tied to the quality of your work life. So it follows manager that managing up is not only an opportunity for you to get • To provide opportunities to set new goals and the direction and support you need but also to improve the reexamine agreed-upon goals quality of that relationship. • To get direction and support • To exchange information and give progress reports Partnering for Performance Meetings Focus on Your Manager’s Agenda • To get in touch with your concerns and solve problems Managers who have experienced Situational Leadership® II learn that one of their primary leadership skills is Partnering • To connect your personal goals to the organization’s goals for Performance. Partnering for Performance means reaching agreements with people about their development When you take the time to structure One on One level and the leadership style needed to help them achieve meetings, you do more than get what you need to individual and organization goals. Your manager conveys achieve your goals. You build mutual trust and respect the organization’s expectations for your role and how he between you and your manager, reinforce the most or she plans to help you meet those expectations through crucial relationship you have in the workplace, and as a Partnering for Performance meetings. result, improve the quality of your life at work. One on One Meetings Focus on Your Agenda The parallel to the manager’s Partnering for Performance meeting is the self leader’s One on One meeting. It is an ACTION intentional, scheduled, and structured meeting initiated by 1. Schedule a 20- to 30-minute One on One Meeting you, the self leader, and focused on your SSL Game Plan. with your manager to be conducted on Day 12. The responsibility for the agenda is yours. 2. Plan your agenda by referring to your SSL Game Plan Worksheet and completing the One on One Meeting Form. For Preview Only reFlecTiOnS OF A SelF leADer I learned just how important scripting my One on One agenda is to the success of the meeting. Knowing what I want to say and how to say it gives me the confidence to communicate my needs to my boss. My boss has been very responsive, and our relationship has definitely improved. —Laura Davis-Thiry, Sales Assistant, USA © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 3
  7. 7. DAY MinD-SeT Remember the Best and Worst of Times Create the best of times by getting the leadership style that matches your development level on key goals and tasks What can you learn from your best and worst working experiences? You can create more “best of times” by recognizing how and Rare exception When the Best of Times why they are different than the “worst of times.” Exploring and is a Mismatch analyzing the best and worst of times with thousands of self One young man who reported that he did leaders over the years has yielded consistent and fascinating not get the leadership style that matched his results. For example, one poll revealed that all the development development level in the best of times. He levels are represented in the worst of times, and that all the received Style 1 from his boss despite being at D4 development levels except D2 are represented in the best of times. on his major goals and projects. When asked why The results are clear: development level is not what determines the he considered it the best of times, he replied, “I best or worst of times. So, what does determine a best of times just ignored him.” There is an important lesson in experience? his story. Usually managing up means getting the leadership style that matches your development The Best of Times is a Match level, but in some cases, managing up may mean Your own analysis may lead you to the same conclusion other self overlooking or adapting to the leadership style leaders have discovered: It is the match that counts. In their most you are getting in order to succeed! positive work experiences, self leaders received a leadership style that matched their development level on key goals and projects; in the most negative work experiences, they did not. ACTION 1. Revisit the best of times and worst of times by reviewing your classroom materials or completing the Best and Worst of Times worksheet. 2. Consider what you can do to today create the best of times. For Preview Only reFlecTiOnS OF A SelF leADer I can honestly say that Situational Self Leadership has changed my attitude to work and life in general. I have used the Managing Up Conversation Starters in the DNA To create the best of times, Guide to speak with my boss about my goals, what I need remember that a leader is anyone to achieve them, and what I need from him. I am even who can give you the direction more content feeling discontent when I am at D2 because and support you need. I realize it is normal. I have made some life-changing decisions now that I realize it is in my hands to drive those changes. —Tina Rayat, Regional Registrations Specialist, Consumer Products, UK © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 4
  8. 8. DAY MinD-SeT Commit to Self Leadership Be the change What’s in it for you to be Self Leaders Adopt empowering Beliefs a self leader? 1. I can influence and affect the quality of my work environment. It takes a lot of work to challenge your 2. My initiative is almost always rewarded, either through recognition from others, self-satisfaction of doing my best, or assumed constraints, celebrate your points through the experience I gained. of power, and collaborate for success. This action planner has attempted to answer the 3. It is in my own best interest to obtain the direction and/or support I need to get the job done. question of what is in it for you to engage in the action steps for each day. Now, consider 4. Most people want to and are willing to help me learn a new skill or achieve a goal. the big question that only you can answer: How committed are you to being a self leader? 5. I stay ahead of the curve by taking the initiative to identify and challenge my own assumed constraints. 6. I create the conditions for my success when I take ownership for my Key Responsibility Areas. 7. I am accountable for my work, effort, and outcomes, thus helping to eliminate a victim mentality and culture of entitlement that serve no one, least of all me. 8. The personal and professional rewards of responding to challenges In a world crying out for through the insights, skills, and actions of the self leader are worth the effort. authentic leadership, you need to begin with the 9. Self leadership empowers me to fulfill my life purpose, act on my values, and achieve my aspirations. most obvious source— yourself. 10. Change is inevitable; growth is optional—it is up to me to be the change I want to see in the world. ACTION 1. Commit to continue working on the skill set and mind-set of a self leader. 2. Be a role model for the change you hope to see in the world. For Preview Only reFlecTiOnS OF A SelF leADer Situational Self Leadership helped me redefine my attitudes toward my job and my life. I gained more self-confidence, which helped me initiate ideas that increased the effectiveness of my team. I improved myself by defining my Key Responsibility Areas, managing my time better, and communicating with all departments of my organization. I learned how to set SMART goals. I shared my new skills and knowledge with my team, which resulted in improving the quality and efficiency of our work. Situational Self Leadership has had a spectacular impact on my job and my personal life! —Stelios Korakakis, Bank Department Manager, Greece © 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 5