According to Paul Hersey and Kenneth H. Blanchard’s SITUATION LEADERSHIP Theory, as a subordinate’s maturity level rises in compliance with an activity, his supervisor reduces the specifications about the job (work behavior) and focuses on the development of his subordinate to take on new challenges (relationship behavior). Maturity is not only about the task, but the subordinate is psychologically better prepared to perform autonomously.
The Situational Leadership Theory defines maturity as the ability to set high but attainable goals (motivation, achievement), and the willingness and ability to assume responsibility, and education and/or experience of an individual or a group.
When we learned this and visualized it in the Situational Leadership chart, we understood that when the context changed, many people regressed to a previous level of maturity, and required new specifications about their work.
This was sometimes due to profound changes in the work team (colleagues who were key references in the task left) or when facing promotions (I am facing new or different challenges).
Today we are living through a global change that was unthinkable and for which we were not so prepared. What we imagined from our FUTURE OF WORK agenda as a job to be accelerated in the next two to three years, has translated into the challenge of “right now” to be well operational in two to three weeks. The challenge of remote work for all our collaborators, clients, partners and suppliers radically changes our leadership model.
The team today is spatially dispersed. Everyone interconnects from “their place”, in the middle of their family or their loneliness. There are both background voices in one case, and the need for proximity in the other.
We interact both with those who are completely autonomous and with many who require more immediate supervision and containment, and both must be successful in the distributed work model.
The old attributes (office location, clothing, where everyone sits in the meeting, etc.) are gone, and the reality creates the challenge of rethinking how we will carry out leadership.
Let’s look at some keys from two perspectives: that of the Leader and that of the Collaborator.
From the Leader’s perspective
CONTEXT: estimated: the old attributes are gone (location of the offices, clothes, where everyone sits in the meeting, etc.), we can no longer distinguish people by looking at them, we will have hours between contact and contact. Here are some useful recommendations with two objectives:
HAVING PRODUCTIVE DAYS
MAINTAIN PROXIMITY AND INTEGRATED WORK TEAMS
From the Collaborator’s perspective
CONTEXT: dear: the job is a two-way street! Don’t assume that your supervisor knows everything about you and the context in which you work if you don’t ask him for help. The situation is new and requires that we all work together to keep UP in operation. You will grow in organization and autonomy because the team needs it.
HAVE PRODUCTIVE DAYS
If I live at home with the others:
If I do not live with others:
For everyone:
Leadership is more than ever situational. Our teams require us. We have to put ourselves in the context of each collaborator’s time and place. To be able to understand how to achieve our objectives and make each of them perceive that we care and that their contribution is relevant to the moment.
These are moments of personal proximity. Moments to control our interactions. When we express ourselves, our objective is that the videoconferences leave our collaborators clear, committed and motivated to do what we agreed… or not.
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