In previous blogs we described the four styles which Hersey & Blanchard described using their Situational Leadership model which they labelled S1-S4. In this blog I want to focus on S2 “Selling” style and how this might link to someone’s management training needs. Firstly I’d like to refresh understanding of the S2 style.
S2: Selling Style
With this style the behaviour is task focused but unlike S1, communication invites a dialogue sooner than simply being a one-way process. The leader/manger still instructs the individual (or group) in the why, what, how, when, and where relating to the task that needs to be completed and the process that needs to followed. However dialogue is used to test understanding and persuade the individuals of the value/benefit of completing the task.
As with S1, the Telling style, “Y” thinkers (according to Douglas McGregor’s X/Y theory (see A starting point for management training blog), may question the value of using this style; preferring to concentrate on S3 (Participation) & S4 (Delegation) styles to achieve their aims through consultation and delegation. The style is perhaps much more easily appreciated by some “X” thinkers who favour the direct, instructional approach, but consider the S1 style to be too harsh and direct.
As with S1, S2 also perhaps sits more comfortably with taller structured organisations (see Management training in a flat world blog), where power is centralized and command and control are still strong influences, but it is accepted that engaging people in the process can achieve better results and increase productivity against objectives.
When this style might be most appropriate
- Where the leader/manager needs to gain commitment and enthusiasm from the individual or group to deliver the task but there is little room for flexibility or debate on how the task should be completed.
- In the case of an inexperienced person where they are doing the task or role for the first time and their current knowledge is low but they perhaps have some familiarity with the task in question (or a task with similar attributes).
- Where the individual or the group is experienced but needs to take onboard modified processes or new ways of working (also perhaps where some resistance is being experienced or is anticipated).
Key skills/behaviours required
When considering your management development needs, the skills for this style might include: Persuasion, influence, communication, questioning and listening, assertiveness, presentation, objective setting, performance monitoring/management
Remember – there is no wrong or right style, just a style best suited to each of the associated four types of situation.
In further blogs we will explore the situations associated with each of the other three styles and how and when these may be most applicable.
Edited By Jon Davies| Righttrack’s Digital Marketing Manager