Different Strokes for the Different Folks
Author has explicated that people do not have equal level of competence, confidence and motivation, therefore to direct all of them in same way would not be a perfect approach to achieve settled goals. To understand everyone 's competence and development level would help choosing leadership styles.
Different Strokes for the Same Folks
The term "different strokes for the same folks" seems quite opposite to the "different strokes for the different folks", but the same is interesting and helpful to managers. To make the situation clear, an operations manager is technically sound and have clear goals and strategy in his mind, leads to handle him by delegating style, but on the same time he does not hold …show more content…
For some he has to adopt more coaching, supporting and directing behavior than to other as per level of need settled. With the passage of time, manager observes improvement level and changes his leadership style for the same people. There is also an interesting fact that everyone can ' t manage same job. Manager working on developing competence for the same can confirm this when after a sufficient time of support if one is not able to accomplish desired goals, he/she is suggested to plan his/her career …show more content…
Everyone holds a great potential to perform high but sometimes he/she needs a little help to perform up to the marks as desired by the manager. This is manager who has to diagnose competence level and coach, support and direct people to achieve tasks while performing high.
Becoming a Situational Leader
In the end of the interesting story described by the author about an entrepreneur who is seeking help from the "one minute manager" learns all three skills involved in becoming a situation leader i.e. flexibility, diagnosis and contracting. She learnt, applied and became a situational leader. To prove the success, author has mentioned that the entrepreneur is currently CEO of eight separate enterprises and having a successful family life with three kids who are also self-motivated and committed.
To summarize, the author gives a corridor to managers to become situational managers, decide and opt leadership style according to the tasks, importance of the activity/task and more important competence level of people, to deliver the organization, to work smarter and increase effectiveness. In this way, they will do all the work efficiently with lesser work at their
Author has explicated that people do not have equal level of competence, confidence and motivation, therefore to direct all of them in same way would not be a perfect approach to achieve settled goals. To understand everyone 's competence and development level would help choosing leadership styles.
Different Strokes for the Same Folks
The term "different strokes for the same folks" seems quite opposite to the "different strokes for the different folks", but the same is interesting and helpful to managers. To make the situation clear, an operations manager is technically sound and have clear goals and strategy in his mind, leads to handle him by delegating style, but on the same time he does not hold …show more content…
For some he has to adopt more coaching, supporting and directing behavior than to other as per level of need settled. With the passage of time, manager observes improvement level and changes his leadership style for the same people. There is also an interesting fact that everyone can ' t manage same job. Manager working on developing competence for the same can confirm this when after a sufficient time of support if one is not able to accomplish desired goals, he/she is suggested to plan his/her career …show more content…
Everyone holds a great potential to perform high but sometimes he/she needs a little help to perform up to the marks as desired by the manager. This is manager who has to diagnose competence level and coach, support and direct people to achieve tasks while performing high.
Becoming a Situational Leader
In the end of the interesting story described by the author about an entrepreneur who is seeking help from the "one minute manager" learns all three skills involved in becoming a situation leader i.e. flexibility, diagnosis and contracting. She learnt, applied and became a situational leader. To prove the success, author has mentioned that the entrepreneur is currently CEO of eight separate enterprises and having a successful family life with three kids who are also self-motivated and committed.
To summarize, the author gives a corridor to managers to become situational managers, decide and opt leadership style according to the tasks, importance of the activity/task and more important competence level of people, to deliver the organization, to work smarter and increase effectiveness. In this way, they will do all the work efficiently with lesser work at their