1:15 Miles: So Lena, building on what we just discussed about leadership being learnable, one of the biggest mistakes I see new leaders make is thinking there's one "right" way to lead everyone.
1:15 Lena: Oh, I can already see where this is going. You're saying different people need different approaches?
0:48 Miles: Exactly! And it's not just different people—it's different situations, different tasks, even different moments in time. The research on situational leadership shows us that the most effective leaders are like skilled musicians who can change their tune based on what the moment requires.
1:38 Lena: That's a great analogy! So how do we actually figure out what approach to use when?
1:43 Miles: Great question. Let me give you a framework that you can start using immediately. Think about any situation where you need to influence someone, and ask yourself two key questions: What's their competence level for this specific task, and what's their commitment level?
2:00 Lena: Okay, so competence I get—that's their skill level. But commitment?
2:04 Miles: Right, commitment is their motivation, their confidence, their willingness to take ownership. Someone might be highly skilled but completely burned out, or they might be eager to help but totally new to the work. These require completely different leadership approaches.
2:21 Lena: So what are the different approaches?
2:23 Miles: The research identifies four main styles. First, there's the directing style—high direction, low support. This is when someone is new to a task and needs clear instructions and close supervision. Think of training a new employee on your company's software system.
2:39 Lena: Makes sense. What's next?
2:42 Miles: The coaching style—high direction, high support. This is for people who have some skills but their confidence is shaky, or they're facing new challenges. You're still giving guidance, but you're also explaining the why behind decisions and encouraging questions.
2:56 Lena: And the other two?
2:58 Miles: Supporting style—low direction, high support. This is for people who have the skills but maybe lack confidence or motivation. Your job is to listen, encourage, and facilitate their decision-making rather than telling them what to do.
3:14 Lena: And the fourth?
3:15 Miles: Delegating—low direction, low support. This is for your high performers who are both skilled and motivated. You set the outcome, provide resources, and get out of their way.
3:27 Lena: This is really practical! But how do I actually assess where someone is?
3:31 Miles: Here's a diagnostic tool you can use right now. For any given task or goal, rate the person on a scale of 1-10 for both competence and commitment. If both are low—say, 3 or below—you're probably looking at a directing situation. If competence is moderate but commitment is low, that's coaching territory.
3:52 Lena: And if competence is high but commitment is shaky?
3:56 Miles: That's your supporting situation. Maybe they're dealing with a difficult client for the first time, or they're taking on a stretch assignment. They know how to do the work, but they need emotional support and problem-solving partnership.
4:09 Lena: What about when both are high?
4:11 Miles: Then delegate! But here's a common pitfall—leaders often delegate too early because they're busy, or they micromanage high performers because they can't let go of control.
4:22 Lena: Oh, I can see how both of those would backfire. So this isn't just about the other person's readiness—it's also about adapting my own natural tendencies?
4:33 Miles: Absolutely! Most leaders have a default style that feels comfortable to them. Some people are natural coaches who want to develop everyone. Others are natural delegators who assume everyone can figure it out. The key is recognizing when your default style doesn't match what the situation needs.
4:51 Lena: How do I catch myself doing that?
4:53 Miles: Start by identifying your go-to style. Ask yourself: When I'm under pressure, do I tend to take over and give detailed instructions? Do I try to motivate through encouragement? Do I step back and hope people figure it out? Once you know your pattern, you can start noticing when it's not working.
5:12 Lena: That's really insightful. What are some signs that I'm using the wrong approach?
5:17 Miles: Great question! If you're being too directive with a skilled person, you'll see frustration, reduced initiative, or they might start coming to you for decisions they should be making themselves. If you're delegating too early, you'll see confusion, mistakes, or avoidance of the task.
5:34 Lena: And if I'm being too supportive when someone needs direction?
5:38 Miles: You'll see spinning wheels—lots of discussion but no progress, or they'll keep asking "what should I do?" If you're not supportive enough with someone who needs coaching, they might comply but without real buy-in, or they'll lose confidence when they hit obstacles.
5:55 Lena: This is making so much sense! But what about when you're dealing with a whole team? Everyone's at different levels.
6:01 Miles: That's where it gets really interesting. You might use different styles with different team members in the same meeting. Or you might focus on the overall team's development level for a particular project. The key is being intentional rather than defaulting to one approach for everyone.
6:18 Lena: Can you give me a practical example of how this might look in a real situation?
6:19 Miles: Sure! Let's say you're leading a project to implement a new customer service system. Sarah is your tech expert—she knows the system inside and out but she's worried about training the whole team. That's a supporting situation—you'd facilitate her thinking, ask questions, help her build confidence.
6:38 Lena: And what about someone who's new to the team?
6:40 Miles: Right, let's say Jake just joined from another department. He's motivated but doesn't know your processes. That's directing—you'd give him clear steps, check in frequently, and make sure he has the resources he needs.
6:54 Lena: What about someone who's been around but seems disengaged lately?
6:57 Miles: Good example! Let's say Maria has all the skills but her performance has been inconsistent. That's coaching territory—you'd work with her to understand what's going on, provide guidance on priorities, and help her reconnect with the purpose of the work.
7:14 Lena: And your high performer?
7:16 Miles: Right, someone like David who's been crushing it for years. You'd delegate—set clear expectations for outcomes, make sure he has what he needs, and trust him to figure out the how.
7:27 Lena: This is so practical! But I imagine it takes practice to get good at reading these situations quickly.
7:34 Miles: Absolutely. Here's an exercise you can start today: Pick three people you work with regularly, and for each one, think about a specific task or goal they're working on. Rate their competence and commitment for that specific thing, then ask yourself—what style am I actually using with them, and what style does the situation call for?
7:55 Lena: That's a great reality check. I bet I'll discover some mismatches!
7:59 Miles: Most people do! And that's perfectly normal. The goal isn't perfection—it's conscious competence. Once you start paying attention to these dynamics, you'll naturally get better at matching your approach to what each situation needs.