In a recent business trip, while trying to whittle the time away in waiting for a flight I got chatting to a colleague about our favourite business models, and which ones had impacted or carriers I’m the most profound.
For some this may sound like a boring conversation, for me I loved it! Not only did time fly by (pun intended), but I was amazed by the number of models we referenced. These were my top three in reverse order.
Situational Leadership - x
This model was transformative in my early career in how I learned to manage people in my team based on what they were currently working on, opposed to an approach based on their general competence (or what I thought of it). The best analogy is how you learn to drive with your driving instructor.
To begin with most of us an attuned to the fact that we are unconsciously incompetent. The instructor will take you through the basics slowly, repeating them often, clearly directing you and being hands you.
As you learn you become conscious of all the things you are incompetent at, like hill starts, they then move to a coaching role giving you advice on how to approach these challenges.
Most people will then take their test on the next phase where you are consciously competent, in a mock test your instructor is likely just to support you in the odd tip here and there.
Accelerating to the final phase often happen months or even years after you past you tests. In this phase management is totally delegated, you are unconsciously compitent, you can have a conversation with someone, relax, listen to the music all while your conscious experience takes control of driving the car.
The magic in this model is the manager and employee actively discuss what phase they are in. While at the beginning the manager explains they are going to be really hands on, the aim is ultimately help the employee into a phase where there is little or no management involvement. This approach created transparency and aligned exception on why as a manager you fluctuate how hands you with both individuals and other team members. I also really like from the outside you are setting a development expectation.
Maslow’s Hierarchy or Needs - X
Yes this is a classic, but one I often find myself moving through. Yes, most of us thankfully do
Radical Candor - Kim Scott - year