Triggers: Creating Behavior That Lasts--Becoming the Person You Want to Be

by Marshall Goldsmith

This was “situational leadership.” It dissected the relationship between leaders and their followers into four distinct styles: 1. Directing is for employees requiring a lot of specific guidance to complete the task. The leader might say, “Chris, here’s what I’d like you to do, step by step. And here’s when I need it done.” It’s primarily a one-way conversation, with little input from the employee. 2. Coaching is for employees who need more than average guidance to complete the task, but with above-average amounts of two-way dialogue. Coaching is for people who both want and need to learn. The leader might say, “Chris, here’s what I’d like you to do,” and then ask for input: “What do you think, Chris?” 3. Supporting is for employees with the skills to complete the task but who may lack the confidence to do it on their own. This style features below-average amounts of direction. The leader might say, “Chris, here’s the task. How do you think it should be done? Let’s talk about it. How can I help you on this one?” 4. Delegating is for employees who score high on motivation, ability, and confidence. They know what to do, how to do it, and can do it on their own. The leader might say, “Chris, here’s the assignment. You have a great track record. If I can help, just ask. If not, you’re on your own.”

CV