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00:00If empowerment is the key to treating employees or staff well, then motivating them is essential.
00:18And to develop them, it is imperative to have a strategy to change the emphasis placed
00:25The leader is seen as the head or manager of the organization. However, what exactly is the strategy?
00:32appropriate or leadership style? For a long time people thought that there was only
00:38Two leadership styles: autocratic and democratic. In reality, people
00:44They tended to position themselves at one of these two extremes. They insisted that one style was better than the other.
00:50Democratic leaders were accused of being too soft and easygoing, while
00:56that their autocratic counterparts were often said to be harsh and domineering.
01:03It is a reality that leaders who restrict themselves to one of the two extremes are destined
01:08to be half-hearted and inefficient leaders. Complete leaders are flexible and capable.
01:15to adapt their leadership style to the situation. If the server is new and inexperienced
01:22When it comes to the task or apostolate, then it needs more guidance and direction.
01:29And if the server is experienced and skilled, such a person needs less practical direction.
01:36The truth is that we are all at different levels of development, depending on the project.
01:41apostolate in which we find ourselves working at a given moment.
01:47Remember this point. To bring out the best in others, leadership must be adjusted.
01:53at the level of development of the person being led.
01:58Excessive or insufficient supervision, that is, giving people too much or too little direction,
02:04It has a negative impact on the development of individuals.
02:09Therefore, it is important to adjust the leadership style to the person's level of development.
02:16This adjustment strategy is the essence of situational leadership.
02:21In this second part I will try to outline a situational leadership model
02:25which will help us to direct our collaborators or employees according to their experience or knowledge.
02:32The situational leadership model can be summarized with the following phrase.
02:39Different styles for different people.
02:44Adjusting leadership style to the level of development.
02:48In the situational leadership model there are four basic levels of leadership.
02:54Number one, address.
02:56Number two, training.
02:59Number three, support.
03:00Number four, delegation.
03:04These correspond to the four basic levels of development.
03:08Enthusiastic beginner, who is low-skilled but highly committed.
03:14Disillusioned server, of low competence or some competence and low commitment.
03:21Three, capable but cautious server.
03:26Moderate to high competence and variable commitment.
03:30And four, committed and independent.
03:34High competence, high commitment.
03:36If we can remember when we first started riding bikes, we were so excited that we couldn't even sleep at night.
03:47Even though we still had no idea how to ride a bicycle.
03:50We were a classic, enthusiastic beginner who needed direction.
03:54Now let's remember the first time we fell off our bikes.
03:59As we struggled to get up from the pavement, we could only wonder what we were doing there and if we would ever be able to master the bicycle.
04:10So we were in the stage of the disillusioned server, in need of training.
04:14When he was finally able to ride a bicycle, with his father encouraging him and giving him confidence, he probably resented it a little the first time he decided to take the bicycle out for a ride without the cheerleader and support at hand.
04:31At this point, I was a capable but cautious server, in need of support.
04:39Finally, the stage arrived where the bicycle seemed to be a part of oneself.
04:42We could put it together without even thinking about it.
04:45We were true servants, committed and independent, and even our parents delegated errands to us at the store to buy groceries.
04:56Enthusiastic beginners need a leadership style.
05:02Let's assume that we have welcomed new members to our group or community.
05:07He has just been notified that the Holy Week missions are approaching and he needs each of his servants to commit to participating.
05:16At this stage he is enthusiastic and ready to learn.
05:21There is commitment to the goal and a desire to participate.
05:25It's curious, he has hopes.
05:28He is optimistic and very excited.
05:30At this stage, a directive leadership style is appropriate.
05:36The leader teaches the servant everything related to organizing a mission.
05:42from making the list of supplies and provisions, to the catechesis that will be given.
05:47At all times he invites him to attend the scheduled meetings, to observe and ask questions.
05:54It gives you the details of how to do things and what you should take note of.
05:58In this stage the leader does everything and provides the server with answers to everything that arises.
06:07Provides specific direction and closely supervises their performance in all tasks of the organization.
06:16Show the new employee to more experienced colleagues that they are capable of taking on full responsibilities
06:22and execute them with great safety, they can be assigned some low-risk tasks so that they feel part of the organization.
06:32This would be the right approach for the enthusiastic beginner.
06:36Disillusioned servers need a training style.
06:41Now let's assume that the new server has already had a few weeks of participation in organizing the missions.
06:51He already understands the basic tasks, but finds some of them more difficult to master.
06:56We can see that his gait has lost some of its enthusiasm and agility.
07:01Generally speaking, he's discouraged and doesn't participate as much as he did the first time.
07:09At this stage we have a server whom we will call a disillusioned apprentice.
07:14Has this situation ever happened to you in your community or group?
07:19What we need in these cases is a coaching leadership style.
07:24High in direction and support.
07:25The leader continues to direct and closely observe the efforts made by the servant.
07:32But now the two of them, leader and apprentice servant, are engaged in more two-way conversations.
07:41going back and forth between his advice and the server's questions and suggestions.
07:46At this stage, the leader also provides a great deal of praise and support.
07:52because it seeks to build trust with him, restore his commitment, and stimulate his initiative.
08:01While he is attentive to the server's contributions, it is the leader who makes the final decisions.
08:08because the server is in the learning phase.
08:13Capable but cautious servers need a supportive style.
08:17A few months may pass.
08:22Now the server that was integrated knows the daily responsibilities required of us when we are in a group,
08:28Attend weekly, participate in doctrinal training, be punctual, participate in economic activities
08:35and work on the production of materials that will be needed during the mission.
08:40However, he still has some doubts about himself and wonders if he can do any of the activities on his own.
08:49without the help of the coordinator or leader or any brother.
08:54This server commonly starts to miss or arrive late to group meetings quite frequently.
09:01Even though the coordinator or leader knows that this server already knows what to do,
09:08The server keeps hesitating, and that's where the enthusiasm and interest start to wane.
09:15At this stage we have a capable, but cautious, server.
09:20whose commitment to the team fluctuates between excitement and insecurity.
09:24That's when a supportive leadership style is needed.
09:29since the server has learned its knowledge and skills well.
09:34He needs little direction, but a lot of support from the leader to boost his wavering confidence.
09:41Now is the time to support their efforts,
09:45listen to their concerns and suggestions and be there to support their interactions
09:51with all the people I could interact with.
09:54The leader encourages and praises, but rarely directs their efforts.
10:00The support style is more collaborative.
10:03The feedback is now more intense.
10:07The leader helps you find your own solutions.
10:11We call this coaching or shepherding.
10:14And he constantly asks questions that broaden his thinking
10:17and encourage risk-taking by the leader.
10:21We can see that the leader is very committed to his people.
10:27Dedicate time to them, have the ability to listen,
10:31to inject them with encouragement and help each servant to find themselves.
10:37Encourage talent.
10:40The result will be the commitment of a faithful and dedicated servant to the project of their group or community.
10:46Having apathetic servers with low commitment and zero enthusiasm,
10:52We can say that there is someone directly responsible for this situation.
10:55He is the leader, yes, the leader who calls himself a leader, but with a low level of competence.
11:02and with much work to do on himself before taking on the responsibility of leading others.
11:10Before complaining about apathetic servers,
11:13Let's ask ourselves, what kind of leader am I?
11:17What have I been doing wrong?
11:18Or what am I simply failing to do?
11:22Reflection.
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