Is Social Media a DRUG ? Discover Social Media Addicts Association Meeting

Frank, a member of the Social Media Addicts Association explains how his addiction to Facebook and Twitter is causing problems in his life.

Take a look at this Social Media Addicts Association meeting, with members discussing the problems caused by their addiction …

…. at the end of the VIDEO …

… ¬†you will discover this is an advertising for Vaio W Series. Excellent ūüôā


Do you know some TIPS to kill CREATIVITY ?

Some ideas to kill CREATIVITY and DISRUPTIVE THINKING within organization ūüôā

Have a critical look at this check-list.

Really a good food for thought.

What are the most used TIPS used in your organization ?

Source : Yougme Moon

Situational Leadership : How to implement this approach in your team ? via @davidmerzel’s BLOG

We’ve implemented the Situational Leadership within my Team at Microsoft.

The principle is that managers must use different leadership styles depending on the situation.

The model allows you to analyze the needs of the situation you’re in, and then use the most appropriate leadership style. Depending on employees’ competences in their task areas and commitment to their tasks, your leadership style should vary from one person to another. You may even lead the same person one way sometimes, and another way at other times


Take a look at the Video of Ken Blanchard (One Minute Manager)

Here-below more details but just read the book of Ken Blanchard

Behavior of the Leader

S1 – Telling / Directing – High task focus, low relationship¬†focus – leaders define the roles and tasks of the ‚Äėfollower‚Äô, and supervise¬†them closely. Decisions are made by the leader and announced, so communication¬†is largely one-way. For people who lack competence but are enthusiastic¬†and committed. They need direction and supervision to get them started.

S2 РSelling / Coaching</b> РHigh task focus, high relationship focus Рleaders still define roles and tasks, but seeks ideas and suggestions from the follower. Decisions remain the leader’s prerogative, but communication is much more two-way. For people who have some competence but lack commitment.   They need direction and supervision because they are still relatively inexperienced.   They also need support and praise to build their self-esteem, and involvement in decision-making to restore their commitment.

S3 РParticipating / Supporting РLow task focus, high relationship focus Рleaders pass day-to-day decisions, such as task allocation and processes, to the follower. The leader facilitates and takes part in decisions, but control is with the follower. For people who have competence, but lack confidence or motivation. They do not need much direction because of their skills, but support is necessary to bolster their confidence and motivation.

S4 РDelegating РLow task focus, low relationship focus Рleaders are still involved in decisions and problem-solving, but control is with the follower. The follower decides when and how the leader will be involved.   For people who have both competence and commitment. They are able and willing to work on a project by themselves with little supervision or support.

Effective leaders are versatile in being able to move around the matrix according to the situation, so there is no style that is always right. However, we tend to have a preferred style, and in applying Situational Leadership you need to know which one that is for you. 

Likewise, the competence and commitment of the follower can also be distinguished in 4 quadrants.
       Development Level of the Follower

       D4 РHigh Competence, High Commitment РExperienced at the job, and comfortable with their own ability to do it well. May even be more skilled than the leader.
       D3 РHigh Competence, Variable Commitment РExperienced and capable, but may lack the confidence to go it alone, or the motivation to do it well quickly.
       D2 РSome Competence, Low Commitment РMay have some relevant skills, but won’t be able to do the job without help. The task or the situation may be new to them. 
       D1 РLow Competence, High Commitment РGenerally lacking the specific skills required for the job in hand, but has the confidence and / or motivation to tackle it. 
      Similar to the leadership styles, the development levels are also situational.
      A person could be skilled, confident and motivated for one part of his/her job, but could be less competent for another part of the job.
      Blanchard and Hersey said that the Leadership Style (S1 РS4) of the leader must correspond to the Development level (D1 РD4) of the follower Рand it’s the leader who adapts. By adopting the right style to suit the follower’s development level, work gets done, relationships are built up, and most importantly,
      the follower’s development level will rise to D4, to everyone’s benefit.

Steps in Situational Leadership. Process
        Make an overview per employee of his/her tasks
        Assess the employee on each task (D1…D4)
        Decide on the leadership (management) style per task (S1…S4)
        Discuss the situation with the employee
        Make a joint plan.
        Follow-up, check and correct.

Strengths of the Situational Leadership model. Benefits
        Easy to understand
        Easy to use

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