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SLII Learn SLII Model Article ISO
SLII Learn SLII Model Article ISO
Le a rn th e S LI I Model
®
Situational Leadership II ®
Situational Leadership® II (SLII) is a model for developing individuals to their highest level of
performance on a specific goal or task. SLII is based on the relationship between an individual’s
development level (competence and commitment) on a specific goal or task and the leadership style
(direction and support) the leader provides. Effective leadership lies in matching the appropriate
leadership style to the individual’s development level. When leaders are Situational Leaders, they
partner with their people, working side by
side to align on goals, development levels, Situational Leadership® II is not
and leadership styles. This “match,” using the something you do to people; it is
common language of SLII, contributes to higher something you do with people.
trust, positive intentions, and significant results.
1 Goal Setting
Aligning on what needs to be done, when
2
Alignment
Diagnosing
Collaboratively assessing an individual’s
competence and commitment on a specific
goal or task
3 Matching
Using a variety of leadership styles,
comfortably, to provide individuals with
what they need
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 2
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SITUATIONAL LEADERSHIP II ®
LEARN THE SLII MODEL
Style 3 Style 2
Conversations Conversations
Style 4 Style 1
Conversations Conversations
Team Member-Led Leader-Led
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LEARN THE SLII MODEL SITUATIONAL LEADERSHIP II
®
S = Specific
• What exactly is the goal or task?
• What does a good job look like?
• When does the goal or task need to be accomplished?
M = Motivating
• Is the goal or task meaningful for the individual?
• Will working on this goal build competence and commitment?
• Will working on this goal add or drain energy?
A = Attainable
• Is the goal realistic, reasonable, and achievable?
• Is the goal within the individual’s control?
R = Relevant
• Is the goal or task meaningful work for the organization?
• Is the goal or task aligned with organization and work team goals?
• Is the goal or task a high priority in relation to other goals?
T = Trackable
• How will progress and results be measured and tracked?
SMART goals motivate. They get leaders and the people they lead on the same page.
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 4
Blanchard training participants may copy for internal business purposes.
SITUATIONAL LEADERSHIP II ®
LEARN THE SLII MODEL
Development Levels
D4 D3 D2 D1
High Moderate to High Low to Some Low
Competence Competence Competence Competence
DEVELOPED DEVELOPING
Development Levels
Development Level Descriptors
Development level is
goal or task specific!
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 5
Blanchard training participants may copy for internal business purposes.
LEARN THE SLII MODEL SITUATIONAL LEADERSHIP II
®
Diagnosis Chart
Example 1 Example 2
On a specific goal or task, an individual has On a specific goal or task, an individual has
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 6
Blanchard training participants may copy for internal business purposes.
SITUATIONAL LEADERSHIP II ®
LEARN THE SLII MODEL
High Supportive High Directive Style 1—Directing—High Directive Behavior and Low
and G and
Low Directive High Supportive Supportive Behavior
N
CO
TI
Behavior Behavior
The leader provides specific direction about
AC
P OR
H
S U P P O R T I V E B E H AV I O R
S4 S1
G
Supportive Behavior
GA
EC
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 7
Blanchard training participants may copy for internal business purposes.
LEARN THE SLII MODEL SITUATIONAL LEADERSHIP II ®
CO
TI
Behavior Behavior
AC
P OR
1. Sets goals
H
S U P P O R T I V E B E H AV I O R
2. Stays connected
I NG
SUP
S3 S2 3. Gives feedback
S4 S1
G
DIR
TIN
GA
EC
N
TI
LE
LOW D I R E C T I V E B E H AV I O R HI GH
D4 D3 D2 D1
High Moderate to High Low to Some Low
Competence Competence Competence Competence
DEVELOPED DEVELOPING
Development Levels
S1 ➔ D1 Oversupervision
S2 ➔ D2 S1/S2 with D3/D4
S3 ➔ D3 Undersupervision
S4 ➔ D4 S3/S4 with D1/D2
Over time, with a match,
individuals learn to provide their
own direction and support.
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 8
Blanchard training participants may copy for internal business purposes.
SITUATIONAL LEADERSHIP II ®
LEARN THE SLII MODEL
S3 S2
Supporting Coaching
S3 Intention S2 Intention
Build confidence in Re-energize and reteach
competence
How How
1. Ask D3 for input about 1. Explore concerns and
what and how encourage
2. Listen and encourage 2. Explain why
3. Facilitate problem solving 3. Redirect and reteach
by asking open-ended
4. Involve in problem
questions
solving
S4 S1
Delegating Directing
S4 Intention S1 Intention
Value Contribution Help others build
competence
How How
1. Acknowledge expertise 1. Acknowledge transferable
skills and/or commitment
2. Support autonomy
2. Give direction about what,
3. Invite innovation and
how, and when
ongoing learning
3. Check in frequently
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 9
Blanchard training participants may copy for internal business purposes.
LEARN THE SLII MODEL SITUATIONAL LEADERSHIP II ®
Partnering Tools
Situational Leaders work with the people they lead to align on goals, development level, and the
matching leadership style. They partner, collaborate, and work side by side to ensure goals are
achieved and competence and commitment develop. There are four tools you need to know about
if you are going to engage in quality conversations as partners.
SLII Worksheet
The purpose of an Alignment SLII Worksheet
®
1 Goal Setting
Identify
2 Diagnosing
Diagnose Confirm
3 Matching
Match Choose
Goal or Task Competence and Commitment Development Level Leadership Style Leadership Behaviors
Low
Commitment
Low
Development Level
D
Leadership Style
S
Directive Behaviors
Listen to concerns
Goal or Task Competence Commitment Development Level Leadership Style Directive Behaviors Supportive Behaviors
Goal or Task Competence Commitment Development Level Leadership Style Directive Behaviors Supportive Behaviors
support? What leadership style will help Some High Variable High Show and tell how Facilitate problem solving
If split diagnosis, what is
Goal-Specific Quality of the performance trend? Current: S Establish timelines Ask for input
Knowledge/Skills Motivation Identify priorities Explain “why”
Oversupervising? Clarify roles Acknowledge and encourage
CO
S3 S2
TI
AC
POR
D4
Specific Low Directive High Supportive
H
I NG
HIGH LOW
SUP
D4/3
D3/4 If split diagnosis, what
HIGH LOW HIGH LOW
Motivating
G
D3
is performance trend?
DIR
TIN Low Supportive High Directive
S4 S1
EC
HIGH HIGH LOW N
TI
LE
Attainable D3/2 DE
Low Directive Low Supportive
G
HIGH
HIGH
LOW
LOW HIGH D2/3 = higher S4 S1
LOW D2/3 development level
Relevant LOW
HIGH
HIGH
LOW
D1
HIGH LOW
D1/2
or = lower D4 D3 D2 D1
Trackable HIGH D2
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 10
Blanchard training participants may copy for internal business purposes.
SITUATIONAL LEADERSHIP II ®
LEARN THE SLII MODEL
1. Make a list of topics you need to discuss. 3. Decide what response you need from your leader or
and need some help. I need direction.
You can talk about whatever is on your mind. colleague—S1, S2, S3, or S4—for each topic.
2. Diagnose your development level for topics
that are goals or tasks.
4. Email this completed worksheet to your leader or
colleague 24 hours before the meeting. D2/S2—Since I’m still learning and am a little
discouraged (confused, overwhelmed, frustrated), I’d
Topics Development Leadership Style Response Next Steps
Level (if relevant) You Need
1 Direction • Solutions •
S1
S2
Information
Coaching • Advice •
like to share my thoughts and get some direction. I
need advice.
Feedback
D
Good Questions •
S3
Listening • Encouragement
Acknowledgment •
S4
2 S1
Direction • Solutions •
3 S1
Direction • Solutions •
informed.
Information
Coaching • Advice •
S2
D Feedback
Good Questions •
S3
Listening • Encouragement
Acknowledgment •
S4
Autonomy • Influence
Use the SLII® Worksheet to diagnose your Use the One on One Conversation Next Meeting Date
development level, if relevant. Starters to ask for the leadership
style you need.
© 2013 The Ken Blanchard Companies. All rights reserved • Item # EL0864 • V110113
Blanchard training participants may download, print, copy, electronically transmit, and/or post for internal business purposes.
© 2013–2016 The Ken Blanchard Companies. All rights reserved • Item # EL0870 • V110115 11
Blanchard training participants may copy for internal business purposes.
LEARN THE SLII MODEL SITUATIONAL LEADERSHIP II ®
D1 One on One Conversation Starters S1 D3 Needs What to Say to Get an S3 Match My Notes
Match Me with
Purpose of the meeting I’d like to talk with you about my goal ….
clarified I’d like to run some ideas past you ….
CONNECT
D1 Needs What to Say to Get an S1 Match My Notes Opportunities to express Here’s what I’m thinking ….
feelings and share
One on One Conversation Starters
Purpose of the meeting Here’s what I’m feeling ….
What I’d like to talk to you about is (add topics).
clarified
concerns
D4 S4
SMART goals confirmed Here’s what I’ve accomplished …. Match Me with
CONNECT
Transferable skills I’ll be able to use my skills of … (list skills) to accomplish this
acknowledged goal ….
D2 One on One Conversation Starters S2
Are we aligned?
Am I on target?
Enthusiasm and I’m really excited to get started on …. MatchStyle
Me3with
agreement I need you to be a sounding board so I can feel more confident D4 Needs What to Say to Get an S4 Match My Notes
ALIGN—HEAR MY VOICE
initiative acknowledged (development level (about my competence) or more motivated (about this goal)Purpose
. of the meeting During this meeting, I’d like to share with you what I’ve been
CONNECT
SMART goals I would benefit from knowing exactly what my goal is. and leadership style) clarified working on ….
What does a good job look like? D2 Needs What to Say to Get an S2 Match My Notes
Good questions/ Here’s what is working and what’s not working …. I’m excited about ….
What is a reasonable time frame for completing this goal? Purpose of the meeting What I’d like to talk about is …. objectivity so I solve my The problem/challenge seems to be …. SMART goals update Here’s what I’ve accomplished on my goal ….
clarified own problems The alternatives are (describe alternatives).
Style 1 agreement I want to remind you that I have never done this exact goal For me, what a stretch goal would look like is ….
(development level before and will need direction in order to be successful. Do you Opportunities to share The pros and cons of each are ….
CONNECT
I am concerned about my lack of progress on this goal. Style 4 agreement I’m taking the lead on this, but how do you want to stay
and leadership style) agree? concerns Things are not going as I expected. My recommendation is …. What do you think?
(development level informed?
ALIGN
I have some concerns about (express concerns) … and would Have I missed anything? and leadership style)
Knowledge of how How will we stay in touch on this goal or task?
ALIGN
like to talk to you about them. What else should I be thinking about?
performance will be Will you or will someone else review my performance? Successes shared Up to now, I have (share achievements).
tracked I’m a bit discouraged and would like to work with you on …. A vote of confidence and I’d like some feedback on ….
When would you like an update? Here’s the feedback I’ve gotten ….
SMART goals reclarified Let’s reconfirm my goal. What do you need me to accomplish? encouragement What do you think I have done well?
Priorities What is the priority of this goal or task? Here’s why I think this is important ….
Let’s talk about your expectations for me and where I need your Help and ideas, if I ask There are some things getting in my way. … Could you helpOpportunities
me
time/help. to be As I was working on this goal, I had another idea ….
Role clarity Can we take a minute to get really clear on each of our roles? with them?
creative and innovative I have always wanted to ….
What am I specifically responsible for? Style 2 agreement Since I’m still learning how to do this goal or task, I’d like to What other information or resources would help me do this
(development level share my ideas, but I also need some direction from you. faster or better? What would challenge me is ….
Boundaries Which decisions can I make on my own? and leadership style) Can you remind me of why I should feel more confident? Autonomy
ALIGN
SUPPORT
I need perspective. Are there any specific examples of where or when you thought
Learning plan Who can teach me how to do this? I need to know how you feel about the progress I am making. I did a good job? Growth What I’d like to do is ….
What should I study, read, or review? Acknowledgment How is what I’m doing making a difference? Something I’d like to learn is ….
“Why” about “what and
INSPIRE
I need to understand why this goal is important to the
Can you tell me what I should do first and what the next how” organization …. of competence and
steps are?
Opportunities to teach Are there any opportunities for me to teach or mentor others?
Can you help me understand why this is the best approach? contributions or mentor others
What should I have done, when? Who needs help?
Involvement in problem I’m stuck. What do you think I should do next? Ways to make the Do you have any suggestions for increasing my motivation to
Additional resources if I could do even more if I had the following resources ….
Direction on how; What direction or advice do you have for me? solving goal more interesting do this work?
I have some ideas, but what would your advice be? requested
examples Do you have examples? and challenging (if Why is it important?
What options do I have? Acknowledgment
What should I be careful of? motivation is low) Is there any other way I could think about this goal to increase I’m interested in how you think I contribute most to the
LEARN
resources Who might be a good role model, mentor, or teacher? Coaching Can you show me how? contribution
reconnect
RELEARN
Solutions to problems What are my next steps? What information or resources do you have that would be An opportunity to Here’s how I’d like to stay in touch (set up plan).
RECONNECT
helpful to me? reconnect
Opportunities to What should I work on now? Do you have any examples?
practice Follow through When will I hear back from you on the commitments you’ve
What should I try to do before we get together again? Who might be a good role model, coach, or teacher? made to me?
Feedback How am I doing? Feedback What feedback do you have?
What should I be doing differently? What have you observed or heard?
Check for understanding Let me recap the direction you’ve given me so I know we’re Reassurance and Am I doing anything right?
RECONNECT
© 2013 The Ken Blanchard Companies. All rights reserved • Item # EL0868 • V110113
Blanchard training participants may download, print, copy, electronically transmit, and/or post for internal business purposes.
© 2013 The Ken Blanchard Companies. All rights reserved • Item # EL0868 • V110113
Blanchard training participants may download, print, copy, electronically transmit, and/or post for internal business purposes.
Reclarify SMART goals Let’s reconfirm your goals and how I can help you achieve them.
What a good job looks like is …. struggling …. Given your contribution, I’d say we are aligned on your goal
Getto Style 4 agreement I know you’re taking the lead, but I’m here, when and if you need me.
Get Style 1 agreement
ALIGN
Clarify performance tracking We’ll track your progress by …. how” and Leadership Style) What is the best way for me to support you? success
If you accomplish this goal, it will help you and the organization What feedback have you been getting?
Set priorities The priority of this goal/task/project is …. (share benefits). Facilitate self-reliant problem So, what’s working? What’s not? Who else should know about your success/contributions?
Clarify roles What you need to do is …. Let me explain why we do it this solving
way ….by asking questions; let How is this impacting your confidence or motivation?
Encourage creativity and
And here’s what I’ll do to help you …. Involve the individual in D3 determine how What alternatives do you have?
Where are you stuck? innovation
Define boundaries You can go this far, but then you’ll needproblem
to check in with me …. What are you doing to keep your work fresh?
solving What have you tried? What are the pros or cons to each alternative?
Which alternative is best? What new ideas have you had about your work?
Develop a plan to learn To learn how to do this, first you need to …. What else could you do?
If you went with that recommendation, what steps would you need What new projects interest you?
Then, you should (specify next steps) …. Here are some ideas/next steps that we may want to consider ….
to take? Support autonomy Where do you want more influence?
Together, we should (clarify mutual actions) …. What are the pros and cons to each alternative we’ve discussed?
Listen more Do you have anything else you want to talk to me about? Any other What would you change?
Here’s how you might want to look at this …. What did you mean when you said ….
COACH
Provide information/resources/ Here’s some information that will be helpful …. Provide opportunities to teach How could you share what you do so successfully?
Here are some more resources/examples ….
Express confidence and
TEACH
I know this is harder than you thought it was going to be. Hang in Do you remember when you …? I so appreciate (describe contributions).
Provide feedback on how Here’s what I’ve observed …. there. What positive feedback have you gotten from others? You have made a major contribution by ….
Here’s what I’ve heard …. I’m here to help by (clarify role)Acknowledge
…. competence and I appreciate …. How would you like to be acknowledged for the work you’ve done?
Check for understanding So, why don’t you recap/tell me what you’ve
Checkheard so I can make sure
for understanding and contributions
RECONNECT
So, before we wrap up, let’s review what we’ve decided. What’s your Here’s how your work has helped the team …. Take action on D4’s ideas I trust your judgment on ….
RECONNECT
and alignment I’ve given you the direction you need to be successful.
RECONNECT
alignment understanding? What do you think you’ve accomplished or learned? Here’s what I’ll do with what you’ve suggested ….
Follow through Follow
Let’s set up our next meeting (set meeting through
date and time). Let’s meet again (set date). Support ways to make goal more What would it take for you to be re-excited about this? Follow through How do we stay in touch?
I’ll touch base with you about …. interesting and challenging How could we restructure this so that it is more fun? More How do I stay informed?
challenging? So that you continue to grow and develop?
Follow through I’m here to listen ….
RECONNECT
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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.
Situational Leadership is a registered trademark of Leadership Studies, Inc. ®