How Do You Lead?

A Practical Approach to Situational Leadership

One of the leadership concepts I’ve found most useful over the years is Situational Leadership.

Developed by Ken Blanchard and Paul Hersey, the basic premise is pretty simple:

The best leadership approach depends on the person and the task.

That may sound obvious, but I think many of us struggle to put it into practice.

Think about someone who is brand new to a task. Would it make sense to simply hand it to them and say, “You’ve got this”?

Probably not.

They may be capable and motivated, but they don't yet have the knowledge or experience to perform the task independently. Giving them too much freedom too soon can create frustration, mistakes, and a lack of confidence.

On the other hand, imagine someone who has performed that same task successfully dozens of times. If you continue to tell them exactly how to do it, check every step, and constantly look over their shoulder, what happens?

They may become frustrated.

They may disengage.

And eventually, they may decide they would rather work somewhere else.

This is where Situational Leadership becomes really practical.

Let's simplify the model by thinking about four developmental levels:

D1 — Directing D2 — Coaching D3 — Supporting D4 — Delegating

The goal isn't to decide that someone is a “D1 person” or a “D4 person.”

This is an important distinction.

People aren't D1-D4. They are D1-D4 for a specific task.

For example, you might have a team leader who is exceptional at sales. They know the process, have demonstrated competence, and can consistently produce results.

They may be a D4 when it comes to sales.

So you can delegate the responsibility to them, provide the appropriate level of accountability, and get out of their way.

But that same person may be relatively new to leadership and have little experience navigating difficult conversations.

When it comes to having a crucial conversation with an employee, they might be a D1.

They may need more direction.

They may need to see an example.

They may need to practice the conversation, receive feedback, and have someone support them through the process until they develop the confidence and competence to do it independently.

Same person. Different task. Different developmental level. Different leadership approach.

I think this is where Situational Leadership can become particularly powerful.

We often talk about the importance of not over-managing people who are inexperienced. And that's certainly important.

But I would argue that it is equally important not to over-manage people who are highly capable.

If you have invested significant time and energy developing a high-performing employee, only to continue micromanaging them once they've demonstrated competence, you may unintentionally create the very problem you're trying to prevent.

You can take someone who was highly engaged and turn them into someone who is frustrated, disengaged, and eventually looking for the exit.

Sometimes the best leadership move is knowing when to step in.

Sometimes it's knowing when to step back.

And sometimes it's knowing that the person who needs direction today may be the person you're delegating to six months from now.

We all have a default leadership style.

There’s nothing inherently wrong with that.

Our brains are designed to create patterns. With everything competing for our attention during a typical workday, we can't consciously evaluate every decision we make. Some things become automatic because that allows us to preserve our mental energy for the things that require more thought.

The problem isn't having a default style.

The problem is becoming stuck in it.

The most effective leaders develop the ability to recognize what the situation requires and adjust accordingly.

Ask yourself:

What does this person know how to do?

What don't they know yet?

How much confidence do they have?

What would help them become more capable and independent?

And perhaps most importantly:

What does this person need from me right now—not what am I most comfortable giving them?

That last question can be a difficult one.

Because sometimes leadership isn't about giving people what feels natural to us.

It's about giving them what they need to succeed.

Direct when they need direction.

Coach when they need development.

Support when they need confidence.

Delegate when they've earned the opportunity to own it.

Good leadership isn't about controlling people.

It's about creating the conditions for people to become capable, confident, and ultimately independent.

And sometimes the best thing a leader can do is recognize when their job is no longer to lead from the front...

but to get out of the way and let someone else lead.