STYLES S1 - DIRECTING STYLE

PROFILE OF SUBORDINATES
• When a person is new to the job / task
• When the person is not motivated
• When the person needs to be pushed
• When the manager is taking over the team
• When there is a crisis situation
• When the pressure on targets is high
• When deadlines need to be met 1
 STYLES S1 - DIRECTING STYLE

APPROACH / TACTICS
• Define measurable goals and objectives
• Focus
F on activities
ti iti which
hi h will
ill gett you the
th results
lt
• Monitor activity and results
• Establish your expectations clearly
• Ask subordinates to write agreed action plans in
one diary / notebook
2
 STYLES S1 - DIRECTING STYLE

APPROACH / TACTICS

• Keep a note of key commitments

• Establish next review time

• Ask for explanations for commitments not met

• Analyze
A l repeated
t d ‘slippage's
‘ li ' and
d take
t k action
ti

• Monitor and follow-up closely

3
 STYLE S1 - DIRECTING STYLE

LANGUAGE USED

• Use assertive communication

– “This
This is what you must do...
do...”
– “I want this report by …”
– “The deadline is…”
is ”
– “Get me this information…”
– “You must make …. number of calls”
– “II want you to collect Rs……
Rs……”
– “Work in this area…”
4
 STYLE S2 - COACHING STYLE

PROFILE OF SUBORDINATES
• Wh
When theth person knows
k h
how t but
to b t needs
d
motivation
• When the person has the capability but needs
direction
• When the person is willing and needs to be given
a clearer picture
• When you want to be actively involved in the
process
5
 STYLE S2 - COACHING STYLE

APPROACH / TACTICS
• Set measurable goals and objectives and explain
the rationale
• Explain the activities and the results thereof
• Seek buy-in on the activities
• Challenge them to do better
• Se
Set review
e e paparameters
a eesa and
d da
dates
es
• Ask for explanations to slipped commitments and
corrective action p
plan
• Sell the benefits of achieving the results
6
 STYLE S3-
S3 SUPPORTING STYLE

PROFILE OF SUBORDINATES

• When the person is willing (mostly) and capable

• When the person has the experience and

k
knowledge
l d

• When broad direction needs to be given

• When sharing of ideas is important

7
 STYLE S3-
S3 SUPPORTING STYLE

APPROACH / TACTICS
• Discuss the objectives to be achieved and ask for an
action plan
• Establish dates for progress reviews
• A
Askk subordinates
b di t to t schedule
h d l time
ti and
d prepare for
f
update meetings
• Ensure that concerns on accuracy, quality results
are met
• Focus on contribution and not activity 8
 STYLE S3-
S3 SUPPORTING STYLE

APPROACH / TACTICS

• Focus on resolving differences and solving

problems

• Ensure adequate effort is directed towards

planning

• Focus on improving decision making

• Identify
Id tif development
d l t needs
d and
d opportunities
t iti
9
 STYLE S4 - DELEGATING STYLE

PROFILE OF SUBORDINATES

• When the person is willing and able to do the job

• When the person has the knowledge, experience

and
d motivation
ti ti

• When
Wh th person needs
the d to
t be
b developed
d l d for
f a
g
higher assignment
g

10
 STYLE S4 - DELEGATING STYLE

APPROACH / TACTICS
• Identify tasks which can be delegated
• Use delegation as a development tool
• Delegate and develop evenly
• Set aside time each week to review progress
• When people come with problems,
problems ask them for
solutions also
• S
Sett clear
l performance
f parameters
t and
d
deliverables 11
 STYLE S4 - DELEGATING STYLE

APPROACH / TACTICS
• Review
R i t ensure things
to thi are going
i wellll
• Ask people to set their own deadlines and result
areas
• Ask them to justify slippage's
• If the
th assignment
i t is
i nott upto
t markk don’t
d ’t redo
d it
yourself
• Let each person create and own the solution 12