Situational Leadership* II The SLII’ Model Stuatonal Leadrsip® (Su Isa model for developing paople, over time, so they can reach her highest level of performance on aspect gal ‘or tas. is a process for helping people become selfmotvated and sl (ected, SLs based on a relationship between tha individual’ lvel of ‘compatence and commitment development level on aspect goal or ask Sand the amount of direction and support (eas sve) the leader Provides, Hecve leadership les in matching the appropiate leadenip Ele tothe indus development eves Development Level Diagnosis There are two aspects to development level: Competence—the Partnering for Performance Prework «+ Teach his paso te SUP Medel ioe rote fr ent fe. iret srl forthe ae fol peng on he ot wt hr omar The Steps in Partnering for Performance 9 etsprenet on SU ge A gon perce sts wie ak he apt ed bh ting SE lig ir kb Sern Cet apenen on gai of ele ee nem er alert ec (01 Bs on erbo. + atthe enn en compe ns Cntr on eh SRA pl anes + Katy prone es) et agen on crn adore eer Se ae ‘Sisu sy ors. ‘iden ot tos, 4, cetsgnenent on ppt adeno Staonal adi’ atom extra op tng oe Pop 5 catagnenrt onto tno ily Intouch {ood perormane sje, no detain. Xen lcd nt ded ttn Ln wth hl Hoy ne te 1 985, cd a he nrg Ace ‘he an Wahl Connor n,n Cae ie aC Frei ue rs Ds Fa Doc sn grr iy cal Senne” Tees ele nhs et we onthe oandng ac sean oon ng new od a i psn kerBlanshard 225 au es neta cee eee Tae Annanpour 3 Toking on Greater Responsibility : Deer Manager: ‘A member of your staff has just completed the American Management Association program, Taking on Greater Responsibly: Step-up Skil for Nonmanagers. ‘As part of this program, the staff member as completed an inventory that includes a set ‘assessment of various skills, and hisher proficiency in these skills.A manager's copy ofthis inventory is attached to this cover sheet. ‘Asan essential part ofthe participant’ learning experience itis important that you complete the attached inventory rating your staff member on these same skills and profciecies, The ‘assessment isnot lengthy and should take no longer than 20 minutes to complete. Discusing the ‘results of the two complementary inventories wil arity your staf members role within your ‘organization and provide a new forum for open discussion. Sincerely, Dorothy Deming Learning Solutions Associate‘ig ter ity sanoour 3 Five Key Skills for Taking on Greater Responsibility Rating Inventory Rating Proficiency Focusing on your employee's curent postion, rate hisher proficiency in these skills using the following scale: 1 = Little to No Proficiency Employee cant do this arsinal Proficiency Employee can get by when helshe needs todo this 3 Average Proficiency Employee can de this but might occasionally be uneven 4 strong Proficiency {Employee does this well and constenty 5 = Commanding Proficiency __—Employee sas, accurate, and consistent in doing this Cain Mapa Assen ighsavour 3 ing on te Ronit = | Being Business Smart and Savvy | Understanding of company’s vslon and svategy and ability to explain to others, by putting meaning to the words for impact. Ability to define how role fits into the business arategy and how Impacts business results Ability to support the sategy by using carrentals Ability to demonstrate Knowledge of basic business principles and trends, [Understanding of external and internal factors that impact busines strengths Weaknesses Recommended Business Smart and Savy Development Goal4 Taking on Greater Responsibility nanpour 3 Communicating Strates Ability to effectively communicate information Ability to recognize diferent styles of communication and demonstrate lexibity in approaches, Ability to apply techniques for feedback that are appropriate tothe situation, Ablity to project a viable and credible personal brand Understanding of and ablity to employ strategic communication sls. Strengths Weaknesses Recommended Communicating strategically Development Goal haa Mop ison Aahnanpour 3 ‘king on Greater Responsbty 2 ‘ily to understand higher responses to change. ‘Acceptance of uncertainty and ably to practice coping sls to adapt to change and apply resiliency. ‘Ability to remain and demonstrate a positive and proactive attitude in changing business envionment by encouraging and accepting new and ifferent processes a ideas Ability t look for Innovative solutions and new approaches when ft appears nothing is working [Ability t faclinate the change process by Influencing other to adapt heir behaviors and approaches Strengths Weaknesses Recommended Managing Change Development Goal a wwenanoour 3 ‘Taking on Greater Responsibility ‘Ability to take a leadership roe n team situations and demonstrate the ole with knowledge, pose and confidence. ‘Ability to create an environment that fosters cooperation and recognition, [Abiity to motivate others to meet team goals and achleve results for organizational success ‘Ability to encourage active participation while respecting others opinions and ideas. Ablity to fadlitate group decsion making. Strengths ‘Weaknesses ‘Recommended Working in Teams Development Goal hi Magee sain lah eenanoour 3 Tiking on Grater Respestiiy /® | Managing Time pum eee eee Abily to prioritize argnments and reorganize work to maximize productivity. Ability to balance multiple demands on time and resources. Ability to use resources to support priors, Ability to work with others to manage Hine and activity Ailty to adapt to addtional challenges and responsibil, Strengths ‘Weaknesses Recommended Managing Time Development Goal ‘esetnanour 3 Teting on Greater Responsbilty 7 Dear Manager: ‘A member of your staf has just completed the American Management Association program, Taking on Greater Responsibility Sep-up Skills for Nonmanagers. {As partof this program, the staff member has completed an inventory that includes a self ‘assessment of various skis, and hisher proficiency in these skills. A managers copy of this Inventory is attached to ths cover sheet ‘As an essential part ofthe participant’ learning experience itis important that you complete ‘the attached inventory, rating your staff member on these same zklls and profidences The assessment i not lengthy and should take no longer than 20 minutes to complete, Discussing the results ofthe two complementary inventories wil clarify your staff member's ole within your ‘organization and provide a new forum for open discussion. Sincerely, Dorothy Deming Learning Solutions AssociateTaking on Grater Responsty nanpour 3 Five Key Skills for Taking on Greater Responsibility Rating Inventory Rating Proficiency Focusing on your employee's current position, rate hissher proficiency in thes sls using the following scale: 1 = Little to No Proficiency Employee can't do this 2 = Marginal Proficiency Employee can get by when helihe needs to do tis 3 = Average Proficiency Employee can do this but might occasionally be uneven 4 = strong Proficiency Employee does this well and consistently 5 = Commanding Proficiency __ Employee fst, accurate, and consistent in doing this cain Masog son Alighsesewanoour 3 iing on rater esensbiiy 3 Being Business Smart and Savvy [Understanding of company’s vBion and strategy and ability to explain 10 others, by putting meaning to the words for impact. ‘Ability to define how roe fits into the business strategy and how It Impacts business results ‘Ability to Support the svategy by using curcent sks Ability to demonstrate Knowledge of basc business principles and tends ‘Understanding of external and internal factor that Impact business Strengths ‘Weaknesses ‘Recommended Business Smart and Savwy Development Goal4 Taking on Greater Responsibility nanvout 3 } ae Communicating Stratet Le ally Ability to effectively communicate information. Ability to recognize diferent styles of communication and demonstrate Flexibity in approaches, Ability to apply techniques for feedback that are appropriate to the situation, Ability to project a viable and credible personal brand Understanding of and ability o employ strategic communication sk strengths ‘Weaknesses ‘Recommended Communicating Strategically Development Goal cha Neopet son Aasnanoour 3 Tekno ester Regonsity [Ability to understand hisher responses to change. Acceptance of uncertainty and ability to practice coping sills to adapt to [change and apply resiliency. [Ability to remain and demonstrate a postive and proactive atitude in a changing busines environment by encouraging and accepting new and different processes and ides. Ability to look for innovative solutions and new approaches when ft ‘eppears nothing Is working "Ability to fellate the change process by influencing others to adapt their behaviors and approaches. strengths ‘Weaknesses Recommended Managing Change Development Goal ‘Aan Mangeree Teking on Greater Responsibility nanoour 3 Ability to take» leadership role in team situations and demonstrate the role with knowledge, pose and confidence, ‘Ability to create an environment that fosters cooperation and recognition ‘Ability to motivate others to meet team goals and achieve results for organizational success. Ability to encourage active participation while respecting others opinions and ideas. ‘Ability to Taclitate group deckion making, strengths ‘Weaknesses ‘Recommended Working in Teams Development Goal ofneian Mewes esenanoour 3 ing on reser Resposty EE Managing Time Ability to prioritize assignments and reorganize work to maximize productivity Ability to balance multiple demands on time and resources. ily to use resources to support priorities bility to work with others to manage tne and activity ‘Ability to adapt to addtional challenges and responsibilities. Strengths Weaknesses Recommended Managing Time Development Goat