Situation 4
Development level: Diagnosis—D1: In this example, be careful not to confuse potential with demonstrated competence. Although this new project manager is motivated and has a lot of potential, she does not understand your organization yet. Therefore, she is a D1 in this situation. She is low in competence as a supervisor for your organization, but she has the ability to quickly learn the information she needs. This project manager probably has a very high commitment to learning your organization’s policies and procedures. Thus, as S1 (Directing) style of leadership would be appropriate.
The leader action described here is a MISMATCH – It is UNDERSUPERVISION.
Rationale – Your Style 3 (Supporting) approach assumes that the new project manager knows more than she really does at this time. Providing support is not nearly as efficient as providing her with detailed information and guidance to get started properly. She has arrived on the scene with plenty of commitment and energy to do the job. Right now, she needs direction, not support. This is a common mistake repeatedly made by park supervisors, when they bring in new talent. They are always quick to point out that each park is unique in its resources, situation and organization; a point they then quickly forget when someone new is brought on board.
Preferred Strategy: You should give her a crash course on your organization – its products, policies, and procedures. Be specific about the information you provide and supervise her closely. Be certain that key areas of responsibility are clear and that measures of performance and standards are carefully outlined. Work hard to acclimate her to the organization as quickly as possible. Rationale – A Style 1 (Directing) approach is the best tactic to get this new project manager started in the right direction. It gives her the information she needs to develop her full potential. Her commitment to high standards will also carry her through in this new career venture.