When you attend a Situational Leadership® training session, you learn that leadership styles are neither “good” nor “bad.” In large part your degree of success as a leader is a function of the person you are attempting to influence, the task that needs to be accomplished and your ability to effectively execute the leadership style with the highest probability of success.
When you attend DiSC® training you learn that human behavior is a product of how people perceive and respond to their environment. You get a DiSC® profile based on your DiSC® assessment that provides validated insight into why you behave the way you behave. Beyond that, it provides you with valuable insight into why others behave the way they do.
Since leadership is both a complicated and thoughtful endeavor, it stands to reason that leaders will benefit from the ability to integrate tools like Situational Leadership® and DiSC®. In that regard, imagine you are a Situational Leader with a task that needs to be accomplished through a follower whose DiSC® profile suggests they are a “high S” (STEADINESS: cautious and accepting). What behaviors would a “high S” tend to exhibit at each of the four levels of Performance Readiness®, and what should you (as the leader) consider doing as you execute each of the four leadership styles?
DiSC® Style—STEADINESS Performance Readiness® Cues and Leadership Style Responses
R1/S1
- R1—Unable but Insecure or Unwilling
- Insecure—Appears “dazed” or “shocked” by the prospect of moving forward
- Unwilling—Will openly avoid opportunities to discuss discomfort
- S1 – High Task/Low Relationship Behavior
- DO—Calmly provide detailed instruction on what needs to be accomplished, how it needs to be done and when it needs to be completed; provide regular, ongoing feedback
- DON’T—Make abrupt, unannounced changes to the plan; underestimate aversion to personal conflict
R2/S2
- R2—Unable and Confident/Willing
- Agreeable, supportive and methodical approach to development
- S2—High Task/High Relationship Behavior
- DO—Position task benefits in the context of its positive impact on others (stakeholders, customers, etc.); mirror their pace as you provide guidance and respond to questions
- DON’T—Underrate the time necessary to “work things through” or develop updated comfort
R3/S3
- R3—Able but Insecure or Unwilling
- Insecure—Ignores performance progress as a mechanism to prolong the pace of development
- Unwilling—Incapacitated by the perception of volatility
- S3—High Relationship/Low Task Behavior
- DO—Ease into a conversation focused on roadblocks to development or obstacles to ongoing performance; actively listen and reflect what you hear; remain aware of the pace associated with discussion
- DON’T—Underestimate the impact of sincere appreciation for effort and attention to detail
R4/S4
- R4—Able and Confident/Willing
- Thoughtfully responds as a dependable source of support and stability
- S4—Low Relationship/Low Task
- DO—Reinforce the value they bring to others; remain available for discussion (if needed); enquire about their level of comfort acting as a mentor for others who need to develop proficiency on this task
- DON’T—Forget the level of job-related satisfaction they get from performing tasks that truly help others
