PART A: Strategy for Each Style

• Responses to questions – who, what, when, where, why, and how
• Command – if it is an instruction (explain)

Examples:

• Give obvious and specific instructions
• Show a new system or process that he/she doesn't know yet. Watch how he/she works with it
• Use morning meetings to make sure that all of them get the exact instructions and do their work well

When the instructions are not appropriate:

• If the employee's attitude isn't accommodating and he/she doesn't want to do the task
• The employee thinks the task isn't important
• He/she doesn't trust in his/her skills
• He/she knows how to do it

The employee doesn't do his/her best if the task is optimal according to his/her skills and knowledge – it is medium-hard.

Examples of how to coach during a challenging task:

• Work in the area of task's structure and relations (emotions)
• It's a combination of support and instructions
• Plan the steps with a gradual development of an employee
• Be ready to modify the task according to the situation

• Keep in mind the employee's attitude and be empathetic
• Listen to others
• Most of the people appreciate friendly dialog offering a helping hand

Examples:

• Encouragement – you will assure they take the task seriously
• Use morning meetings to monitor the process and get new ideas and proposals

• Benefit for managers – the employees need less support

• Benefit for an employee – the trust of a manager that support his/her growth

• Still keep in touch with an employee

Examples:

• Planed meetings are less often, employees plan their activities by themselves
• Employees will get higher responsibility
• Let them train other colleges new things
• Agree the goals with the employees