How to Coach Yourself and Others Essential Knowledge For Coaching | Page 499

When the follower can do the job, but is refusing to do it or otherwise
showing insufficient commitment, the leader need not worry about
showing them what to do, and instead is concerned with finding out
why the person is refusing and thence persuading them to cooperate.
There is less excuse here for followers to be reticent about their ability,
and the key is very much around motivation. If the causes are found
then they can be addressed by the leader. The leader thus spends time
listening, praising and otherwise making the follower feel good when
they show the necessary commitment.
S4: Delegating / Observing
Follower: R4: High competence, high commitment / Able and willing or
motivated
Leader: Low task focus, low relationship focus
When the follower can do the job and is motivated to do it, then the
leader can basically leave them to it, largely trusting them to get on with
the job although they also may need to keep a relatively distant eye on
things to ensure everything is going to plan.
Followers at this level have less need for support or frequent praise,
although as with anyone, occasional recognition is always welcome.
Note: S3 and S4 are follower-led.
Discussion
Hersey and Blanchard (of 'One Minute Manager' fame) have written a
short and very readable book on the approach. It is simple and easy to
understand, which makes it particularly attractive for practicing
managers who do not want to get into heavier material. It also is
accepted in wider spheres and often appears in college courses.
It is limited, however, and is based on assumptions that can be
challenged, for example the assumption that at the 'telling' level, the
relationship is of lower importance.

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