The Leadership Match Problem
One of the most common leadership mistakes is using the same approach for everyone on your team. The reality? Different people—and the same people at different stages—need dramatically different types of leadership. This is especially true for new employees who are just starting their journey with your team.
Situational Leadership theory, developed by Paul Hersey and Ken Blanchard, provides a powerful framework for adapting your leadership style to match exactly what each team member needs at their current development level.
Introducing Situational Leadership
The model identifies four leadership styles (S1-S4) that correspond to four development levels (D1-D4) of team members. The key insight: your leadership style should match the development level of each person for each specific task.
Understanding the S1-D1 Connection
D1: The Enthusiastic Beginner
Characteristics:
- High enthusiasm and commitment
- Low competence in the specific role
- Eager but uncertain about how to proceed
- May overestimate their abilities
- Needs clear direction and structure
Common phrases from D1 employees:
“I’m excited to get started! What should I do first?"
"I’m ready for anything, just show me how!”
S1: The Directing Leader
Leadership approach:
- Provide clear, specific instructions
- Define roles, goals, and methods in detail
- Make decisions with minimal input
- Closely supervise performance
- Focus on developing basic skills
Communication style:
“Here’s exactly what I need you to do, step by step."
"Let me show you how this works, then you’ll try it.”
The S1 style isn’t about being controlling—it’s about providing the structure a D1 employee needs to succeed.
Real-World Onboarding Examples
Sales Team Onboarding
D1 Challenge: New sales rep is eager but has no experience with your CRM system or sales process.
S1 Response:
- Provide detailed written procedures for CRM usage
- Schedule shadow sessions with experienced reps
- Create a structured daily plan for the first two weeks
- Script initial customer interactions
- Check in daily with specific questions about process adherence
Transition indicator: When they can accurately enter opportunities and follow the basic sales process without prompting, begin shifting to an S2 (Coaching) approach.
Technical Role Onboarding
D1 Challenge: New developer is technically skilled but unfamiliar with your codebase, tools, and team workflows.
S1 Response:
- Create a detailed environment setup guide
- Assign small, well-defined tasks with clear acceptance criteria
- Pair them with a technical buddy for daily check-ins
- Provide examples of properly completed work
- Review all code submissions with specific feedback
Transition indicator: When they can complete basic tasks independently and understand the workflow, begin introducing more complex problems (S2).
Management Onboarding
D1 Challenge: New manager has leadership experience but doesn’t know your team, culture, or specific expectations.
S1 Response:
- Provide detailed team profiles and performance history
- Create a structured 30-60-90 day plan with specific milestones
- Schedule daily debriefs for the first two weeks
- Attend initial team meetings together
- Share templates for common management deliverables
Transition indicator: When they demonstrate understanding of team dynamics and company expectations, begin reducing directive behavior (move toward S3).
S1-D1 Support Checklist
Essential Support Elements for D1 Employees
- Detailed written procedures and guides
- Clear, specific goals with metrics
- Structured daily/weekly schedules
- Frequent check-ins (daily if possible)
- Demonstrations of correct methods
- Immediate, specific feedback
- Limited decision-making authority
- Access to examples and templates
- Buddy or mentor assignments
- Recognition of small wins
The Full Situational Leadership Model
Remember that development levels are task-specific, not person-specific. The same team member might be at D1 for one responsibility and D3 for another. Your leadership style should adapt accordingly.
Common S1-D1 Leadership Mistakes
Underdirecting
Using an S3 or S4 style with a D1 employee
- Assuming they’ll “figure it out”
- Providing vague or general guidance
- Giving too much autonomy too soon
- Mistaking enthusiasm for competence
- Overwhelming them with information
Result:
Confusion, mistakes, frustration, and lost confidence
Staying in S1 Too Long
Failing to evolve your style as they develop
- Micromanaging beyond the learning phase
- Not recognizing growing competence
- Creating dependency on your direction
- Stifling initiative and growth
- Causing frustration as they outgrow S1
Result:
Disengagement, resentment, and stunted development
In Summary
New team members at the D1 stage need clear direction, structure, and close supervision.
The S1 directing leadership style isn’t about control—it’s about providing the framework they need to build confidence and competence.
Remember: your goal is to help them progress through the development levels, adapting your leadership style at each stage until they reach self-reliance.
Ready to apply Situational Leadership?
Map your team members to their development levels.
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