Leadership development is thought to be key to business success. A study by the Center for Creative Leadership holds that 65 percent of companies with mature leadership development programs drove improved business results as compared to 6 percent of companies without this kind of program.
Similarly, 86% of companies with leadership development programs responded rapidly to changing market conditions, whereas only 52% of companies with immature programs were able to do so
Since 1991, Lane has been applying and teaching Situational Leadership, a model arising from Paul Hersey and Ken Blanchard's work, while working on Management of Organizational Behavior ( Hersey, P. and Blanchard, K. H. (1969). Management of Organizational Behavior – Utilizing Human Resources. New Jersey/Prentice Hall. )
This method has been developed over the years and is still used by highly successful teams to assess leadership needs, after isolating and understating the key tasks necessary for competitive advantage (in YOUR operation).
Understanding the methods, intellectually, and applying successfully are two separate issues. Lane has been doing both, successfully, since 1991.
The fundamental principle of the situational leadership model is that there is no single "best" style of leadership.
Effective leadership is task-relevant. And the most successful leaders are those who adapt their leadership style to the performance readiness (ability and willingness) of the individual or group they are attempting to lead or influence.
Effective leadership varies, not only with the person or group that is being influenced, but also with the task. And an individual's readiness level should be measured at the task level.
Again, establishing the tasks key to success are a "first things first" issue.
It's then the assessment of the components of willingness and ability (specific, again, TO that task) that should drive the leadership style.
Lane has been using and teaching the Whole Message Model since 1995.
The Whole Message Model ensures that all the key factors to create a behavioral change are communicated. ... This model, sometimes called the ‘Integrated Message Model’ was developed in the early 1980’s by Dr Janet Beavin Bavelas of the Department of Psychology at the University of Victoria in Canada.
In short, the components of the Whole Message Model are as follows:
Observations: the facts as you perceive them. Specific observations about what you hear or see. A description in concrete terms, noting specific events, behaviors and timing.
Thoughts: your conclusions, inferences or guesses, based on your observations. The logical outcome. These conclusions will include clearly stating any impacts on yourself, on others, or on the organization.
Feelings: an appropriate expression of your emotions. The content is important, it is how you demonstrate how you feel that will gain the attention and provide the motivation.
Wants: a clear statement of the results you expect. A specific expression of how you want the behaviors to change, improve, stop, or continue.
(Note this model is equally important in giving positive recognition and feedback).
All the steps are essential. And this, not unlike situational leadership, takes practice, development, and needs to be tied to specific objectives.
Lane can show your organization how to DO this, and how to monitor and develop these fundamental practices for developing a communicative and collaborative environment.
Again, as mentioned in the more general descriptions of our services, beginning with an end in mind (one of Dr Covey's "Habit's of Highly Effective People") is the right way to develop the tasks that are key to success.
And only after those tasks (and sub-tasks) are isolated can effective measures be developed.
I have 30+ years helping organizations, leaders, and their managers, develop and use these, and other time tested, systems.