Self Leadership and the One Minute Manager Revised Edition by Ken Blanchard
Author:Ken Blanchard
Language: eng
Format: epub
Publisher: HarperCollins
Published: 2017-08-03T04:00:00+00:00
4.Clarify roles
4.Ask you for input
5.Provide timelines
5.Provide rationale (remind you why you’re doing it)
6.Establish priorities
6.Share information about their experiences relevant to the goal
7.Monitor and evaluate your work and give feedback
7.Share information about the organization relevant to the goal
“I hope this helps clarify what I meant,” Cayla said. “When your competence is low, you need direction; when your commitment is low, you need support.”
“What’s the difference between direction and support?”
“Good question,” said Cayla. “Directive behavior is hands-on. It involves deciding, teaching, observing, and providing frequent feedback. Supportive behavior is more about listening, involving, facilitating, and encouraging. If you can learn to diagnose your own development level on any given task, you’ll know what you need to ask for to succeed.”
“Fine, but once I know what to ask for—who do I ask?”
“That depends,” Cayla said. “If it’s about the magic trick, you can obviously ask me, other magicians, or even research online. What if it’s about your United Bank ad campaign? Who do you ask for help on that?”
“Excellent question,” Steve said. He felt as though he’d been jolted back into reality. He’d been so wrapped up in the magic trick and learning about the Development Continuum, he’d forgotten that the real point of it all was to save his job.
“Think of your goal for the United Bank account,” Cayla said. “Think about the skills required to be an account executive and orchestrate their ad campaign. Then diagnose your development level on each skill. Remember,
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