The Beauty and Magic of SLII?

Millions of people the world over know the massive positive impact SLII??leadership training has had on leaders at every level and their team members in every industry. If you’re not one of these people, I’d like to introduce you to the basics of SLII?.?

SLII? ?is based on these two beliefs:

• People can develop and want to develop.
• There is no best leadership style to encourage that development; leaders must tailor their leadership style to the situation.

Think about it—we all are at different levels of development, depending on the task we are working on at a particular time. Leaders who over-supervise or under-supervise their people—give them too much or too little direction—have a negative effect on their development. That’s why it’s so important to match leadership style to development level.

SLII??is an easy-to-understand, practical framework that enables leaders to first diagnose a person’s development level on a specific task or goal: Enthusiastic Beginner, Disillusioned Learner, Capable but Cautious Contributor, or Self-Reliant Achiever. Leaders then apply the matching leadership style: Directing, Coaching, Supporting, or Delegating—the one that has the right amount of direction and support to help the person succeed at that development level.

• Enthusiastic Beginners?have just begun to learn a task or work on a goal. They are excited about doing it—but they don’t know what they don’t know. They need clear?direction?from their leader on exactly how to do the job.
• Disillusioned Learners?have been doing the task or working on the goal just long enough to understand that it may not be what they thought it was going to be. They aren’t sure if they can do the job or even?want?to do it. They need a?coaching?leader who can encourage them and build their confidence through this tough stage.
• Capable but Cautious Contributors?have the experience and skills necessary to do a job well but may have times when they still doubt themselves. They need a?supportive?leader who has their back and is there to cheer them on and show them how much they are appreciated.
• Self-Reliant Achievers?are capable, confident, and at ease with the task or goal at hand. Their leader is happy to?delegate?the job to these high performers—but is always available to help work a problem or celebrate a success.

So how would this model work in the real world? Let’s start with an example from your childhood. Can you remember when you started learning how to ride a bicycle? Sometimes you were so excited that you couldn’t sleep at night, even though you didn’t know how to ride yet. You were a classic Enthusiastic Beginner who needed directing.

Remember the first time you fell off your bike? As you were picking yourself up off the pavement, you might have wondered why you wanted to learn to ride in the first place and whether you would ever really master it. You had reached the Disillusioned Learner stage, and you needed coaching.

Then came the day when you could ride your bike with a parent cheering you on. But that confidence became shaky the first time you took your bike out for a spin without your cheerleader close by. Now you were a Capable but Cautious Performer in need of support.

Finally, you reached the stage where your bicycle seemed to be a part of you. You could ride it without even thinking about it. You were truly a Self-Reliant Achiever—and your parent could delegate to you the job of having fun on your bike!

The beauty and the magic of the SLII??model is that it can be applied in every part of life that includes tasks or goals: your personal life, family life, work, school, church, community, workplace, friendly or romantic relationships, etc.

As an educator, I know the thrill of witnessing the moment when a student suddenly realizes a concept I’ve been teaching them. It’s the same feeling you will get as an SLII??leader when you meet your people where they are in their development on a particular task or goal. Why? Because leadership is not something you do?to?people; it’s something you do?with?people.