While the concept of Ken Blanchard and Paul Hersey's Situational Leadership has been around for quite a while, it remains a good leadership tool today. It helps leaders determine when and to what extent directive and supportive behaviors are appropriate. The model shown left is the Situational Leadership II model. It also takes into consideration the development level of the followers. As you can see, leadership should be a flexible process of directing, coaching, supporting and delegating.

• "Tell" them or direct them to do what needs to be done,
• "Show" them what we want them to learn, and coach them through the process,
• Have them "Do" the function with our support, and then
• We cut them loose and just "Review" what we have delegated to them.

While this process is not an exact match to situational leadership, it has always helped me remember the four situational leadership styles or process components.

In the S1/D1 stage a person needs to be told what to do. As his or her development and competency increase we do more showing and coaching (S2/D2). Once he or she is proficient (S3/D3) and knowledgeable we give some autonomy and support him or her as needed. When the individual has become somewhat of an expert at the function (S4/D4), we delegate and allow them total autonomy, just checking in to ensure goals are met on schedule.

If your management motto is "everyone should be treated equally," Ken Blanchard's Leadership and the One Minute Manager will show you why this style not only hinders workplace efficiency, but also frustrates your staff. Click here to order this revolutionary book