54% of Managers Use Only One Style When Providing Direction and Support for Their People

The Nail That Sticks Out the MostThe amount of direction and support people receive from their manager directly impacts the efficiency and quality of their work. Without it, people are left to their own devices, have to fake it until they make it, and learn primarily through trial and error.

Eventually people get there—but it comes with a cost, says Ann Phillips in an interview for The Ken Blanchard Companies’ Ignite newsletter.

“It’s one of the toughest types of issue to address because on the surface everyone’s putting on a brave face and pretending that everything is okay. But if you scratch a little underneath you’ll see the level of dissatisfaction that’s costing organizations billions of dollars in untapped productivity, creativity, and innovation.

The biggest problem getting in the way of managers delivering the direction and support people need is an overestimation of their current skills.  As Phillips explains, “Leaders often believe they are providing direction when they tell people to ‘Do this, and then do that, and be sure to get it done by this date,’ but that is only part of providing direction—and probably the lowest form of the behavior.”

The same is true when it comes to supportive behavior, says Phillips. “Managers feel as if they know what supportive behavior is and usually have their own ideas about what it looks like. But without instruction, most people default to behavior that consists mainly of encouragement.

“People are good at encouraging others with phrases such as, ‘You can do it. We’re glad you’re here. We believe in you. Use your best judgment.’ But they miss out on all of the other supportive behaviors that are just as important such as listening, sharing information, and facilitating self-directed problem solving.”

“So folks are good at telling people what to do and then cheerleading them on to accomplish the task. And that is the one-two, ‘I want you to do this, and I know you can handle it’ combination that most people are getting in terms of direction and support from their managers. On the surface this may seem reasonable, but it is a style that only works well for direct reports who are already accomplished at the task. For people who are new to a task or are running into problems or are unsure of themselves, it’s a style that actually hinders progress—and can be damaging to overall growth and development.”

For managers looking to increase their ability to offer direction and support for their people, Phillips has three key recommendations.

Recognize your own default settings. Most leaders are unaware that they have a default setting when it comes to leadership even though assessments show that 54% of managers use only one style when it comes to providing direction and support for their people—either Directing, Coaching, Supporting, or Delegating. Each of these styles is great if it is a match for what a direct report needs. Each is also a hindrance if it is the wrong style for the situation.

Expand your repertoire of directive behaviors. Leaders need to think beyond just issuing directives and holding people accountable. Phillips encourages leaders to become more skillful at goal setting and putting in the time to provide day-to-day coaching as needed..

Expand your repertoire of supportive behaviors.   Leaders need to improve listening skills and be willing to share information to facilitate self-directed problem solving. This includes listening with the intent to learn, to be influenced, and to understand—not just respond. People recognize that information is power, yet many managers still try to maintain control by keeping information to themselves even though it undermines employee development.

Start today

Phillips notes that, “Managers have the ability to bring out so much more from their people. Find out where your people are at with their tasks. What do they need from you in terms of direction and support? Improve your skills in both of these areas and see what a difference it makes.”

To learn more, read Phillips’ original article on Direction and Support: It’s harder than you think! or check out her free on-demand webinar, People Management 101: Providing Direction and Support, courtesy of Cisco WebEx and The Ken Blanchard Companies.

8 thoughts on “54% of Managers Use Only One Style When Providing Direction and Support for Their People

  1. Pingback: 54% of Managers Use Only One Style When Providing Direction and Support for Their People | kwalitisme

  2. Agree with the intent of this article. A competent manager will notice the impact of their management style on the performance and attitude of the employee. I always check on the learning style of staff and listen to what concerns them. I have been subject too many times to the blunt ‘one style suits all’ approach , especially when managers come back from a course on how to manage staff (!!). The adaptive approach is much better. To use an analogy, we adjust our driving styles to suit different cars, so why not to infinitely more complex things such as people?

  3. The Hammer and nail will work for just so long, You have to find out what motivated your team member.

  4. It is so important to manage people according to their skill sets and personalities, and to go beyond delegating to investing in them. Tom Cuneo – APS Workflow, Inc.

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