As part of our esteemed Level 7 Masterclass, KnowledgeBrief had the honour of hosting Ian Dickson, an internationally renowned motivational speaker, business success coach, and mentor. Our bespoke Masterclasses are designed exclusively for our Level 7 Strategic Leader apprenticeship, providing a 3-hour interactive teaching session that aims to bridge the gap between academic theory and real-life experience.
Ian Dickson’s presence added immense value to our Masterclass as he shared his unique expertise and insights into situational leadership with our learners. His engaging lecture captivated the audience, drawing from his wealth of experience in the industry. In addition to Ian Dickson’s session, our Level 7 Skills Coach, Michael Harrison, also delivered a thought-provoking lecture that complemented the overall learning experience and learners were also able to critically examine a business case study. This exercise provided a platform for learners to learn from one another and engage in meaningful discussions, enriching their understanding of situational leadership in a practical context. It also offered an excellent opportunity for networking among peers, fostering meaningful connections and collaborations.
Ian has a diverse career background that includes being a police officer, Corporate Director, and Operations Manager for a cancer charity. He has extensive experience in coaching and mentoring businesses in the UK and delivering professional business seminars and motivational speeches worldwide. Ian’s career highlights include managing the UK’s network management centre for Energis PLC, where he handled sensitive customer information and live video streaming for clients such as the UK Central Government and the BBC. Ian started his own business in 2004 and has received achievement awards for his work and his clients’ successes, including being awarded European Seminar Coach of the Year in 2009 and Highly Commended Business Personality of the Year at The Business Excellence Awards in 2016.
Prior to the Level 7 Masterclass, Louise Ward, Operations Director at KnowledgeBrief, engaged in a conversation with Ian to gain deeper insights into his perspectives on situational leadership. Ian, known for his expertise in this area, generously shared valuable insights on how situational leadership can be practically applied in the workplace. Ian’s thoughtful responses during the discussion are expected to be beneficial for all learners who are eager to enhance their understanding of situational leadership.
How do you define situational leadership and its importance in a leadership role?
As someone who has practiced situational leadership, I view it as a dynamic approach that empowers leaders to flex their style based on the specific situation or context they are facing. This approach has been beneficial to me in numerous ways.
Firstly, it has improved my communication skills. By understanding the situation and my team’s readiness level, I can communicate in a way that resonates with my team members. This ensures that clear expectations and instructions are provided, leading to better understanding and performance among team members.
Secondly, situational leadership has allowed me to adapt my leadership style. I can adjust my approach to match the needs of my team members. This flexibility in leadership style has helped me build trust, motivation, and engagement among team members, resulting in improved performance and productivity.
Lastly, situational leadership has contributed to enhanced team performance. By using the appropriate leadership style for the situation, I can better support my team members in achieving their goals and tasks. This has led to higher productivity and overall improved team performance.
In conclusion, situational leadership has been a valuable approach in my leadership role, supporting me in effective communication, adaptive leadership, and enhanced team performance. It has empowered me to lead my teams to success in diverse situations.
What are the key principles or concepts of situational leadership that you find most impactful in your leadership style?
As a leader, I have found that adaptability and coaching are two key principles of situational leadership that have had the most impact on my leadership style. Recognising that each team member may have different needs in terms of guidance and support based on their skills, experience, and readiness, I have learned to adapt my leadership style accordingly. This flexibility allows me to tailor my approach to meet the unique needs of each team member, resulting in improved performance and productivity.
In addition, I believe in a coaching and supportive style of leadership, which has proven to be highly beneficial for the development and growth of my team. Instead of simply giving instructions, I strive to engage team members in problem-solving, encourage their input, and provide guidance and support to help them build their skills and confidence. This approach fosters a collaborative and empowering environment where team members feel valued and motivated to contribute their best efforts.
What are some common challenges you have encountered when applying situational leadership, and how do you overcome them?
As a leader, I have encountered various challenges when applying situational leadership. These challenges include the need for a significant investment of time and effort, the requirement for flexibility, and the importance of effective communication.
To overcome these challenges, I prioritise fostering self-awareness and understanding among my team members. I actively listen to their needs and concerns and ensure clear communication of expectations and feedback. I also gather relevant information to make informed decisions about which leadership style to apply in different situations, considering the strengths and weaknesses of my team members.
Being adaptable in my leadership approach has also been crucial in overcoming challenges in situational leadership. I understand that different team members may require different levels of direction and support, and I am willing to modify my leadership style accordingly. By prioritising long-term outcomes and aligning my leadership approach with the needs of my team and the situation, I can overcome these challenges and ultimately achieve the benefits of situational leadership in the long term.
Can you discuss any lessons or insights you have learned from practicing situational leadership that have shaped your leadership style or approach?
Through my experiences, I have come to realise that when I employed a directive approach toward my team, I was essentially managing situations rather than truly leading them. However, as I gradually embraced delegation and entrusted my team with more responsibilities, I witnessed their growth and development as valuable team members. This approach has significantly influenced my leadership style and approach, resulting in increased trust and collaboration within the team.
What advice do you have for aspiring leaders who want to develop their skills in applying situational leadership in their leadership roles?
For an aspiring leader looking to develop their skills in applying situational leadership, I would offer the following advice:
Firstly, familiarise yourself with the four leadership styles proposed by situational leadership theory: directing, coaching, supporting, and delegating. Learn about their characteristics and when to use them based on the development level of your team members. Strive to reach a level of unconscious competence where you can effortlessly apply the right style based on the situation at hand.
Secondly, recognise the importance of effective communication in situational leadership. Focus on improving your active listening, open-ended questioning, feedback giving, and clear instruction skills. Adapt your communication style to meet the unique needs of your team members, and practice clear and concise communication to ensure that your messages are understood.
Thirdly, understand that leadership is not just about management. Aspiring leaders need to inspire, motivate, and guide team members, not just focus on task-oriented activities. Build trust within your team and foster a positive and supportive work environment. Invest in developing the skills and capabilities of your team members.
Fourthly, acknowledge that implementing situational leadership takes time and effort. Practice patience with yourself and your team as you learn and apply the different leadership styles. Remain open to adapting and adjusting your approach based on the unique needs of your team members and the situation at hand. As I mentioned earlier, flexibility and adaptability are key to successful situational leadership.
Finally, recognise that situational leadership requires dedicating time to coaching and supporting your team members. Therefore, effective time management is crucial. Prioritise your tasks and responsibilities, delegate when appropriate, and create time for one-on-one coaching sessions with your team members.
Michael Harrison, Level 7 Skill Coach, reflects on the session “We were thrilled to have Ian Dickson, an internationally renowned business performance Coach & Mentor and former Police Officer, share his expertise on Situational Leadership with our Level 7 learners here at KnowledgeBrief. Ian’s wealth of real-time experience in supporting global businesses through challenging times, along with his personal style and passion, made his session invaluable.
During the workshop, Ian took our learners on a journey through the theories of Situational Leadership, using Hershey & Blanchard’s model. He provided real-time examples of how to effectively apply and adapt leadership styles in different situations. The engagement of our learners was evident through their thought-provoking questions and discussions.
One of the key takeaways from the session was the importance of adopting a coaching and supporting style of leadership within teams, and the positive impacts this approach can have. Ian also shared his Six Keys to a Winning Team, providing a valuable guide for creating a team-focused environment.
The feedback from our learners was overwhelmingly positive, with one participant stating, “As a time-poor leader, if you can spend time on coaching and supporting the team, you will get that time back, plus interest.” We look forward to having Ian back in the future to continue sharing his expertise with our learners.
Connect with Ian Dickson on LinkedIn to read more about his work on empowering great leaders on his website at www.learning2lead.co.uk.