It had been a few months since I last caught up with Stephanie. I’d been traveling; she’d been heads down in an all-consuming project at work; there had also been a big reshuffle in her organisation, and she had wanted to wait for the dust to settle before we circled back together, which we finally managed to do last week.
After sharing a high-level overview of what had been happening in her life (both at work and home), I asked Stephanie for an update on how her team was performing.
“I had a feeling you might ask that, and I think I’ve got a really good analogy”, she said.
“I’m all ears”, I replied.
“Right now, I can put my team into three buckets”, she began. “Those I’m pushing up the hill; those I’m pulling up the hill; and then those that I literally have to drag up the hill”.
“Interesting”, I said. “But I’m just curious whether there’s anyone you’re letting climb the hill themselves”.
“I wish”, she replied.
We were definitely in for a solid and insightful coaching session.
One crucial aspect of leadership is determining how to motivate and guide your team members to achieve their goals effectively.
Metaphorically, Stephanie had described her current leadership situation in three distinct ways: pushing her people up the hill; pulling her people up the hill; and dragging her people up the hill. I had then suggested a fourth approach – letting them climb the hill themselves.
Each approach has its merits and is suited to different situations and team dynamics.
The meeting with Stephanie was the perfect opportunity to reflect on the Situational Leadership Framework developed by Paul Hersey and Ken Blanchard in their best-selling book, Management of Organizational Behavior.
Basically, the framework (refer to the visual below) says that leaders should adjust their style of leadership depending on the performance maturity of their team. As team maturity increases, leaders should get less directive and become more empowering.
Imagine you’re at the base of a hill, and your team members are at the bottom, looking up at the daunting climb ahead. In this scenario, the hill is steep and challenging, and your team members may need a firm hand to get started.
As Stephanie explained to me, pushing her people up the hill involved her providing clear direction and guidance, while actively propelling her team towards their goal.
In this approach, as a leader, you take an active role in setting clear expectations and providing direction. Leaders who ‘push’ often use their authority, delegation, and task-oriented methods to achieve objectives. It can certainly be effective in situations where team members may lack motivation or a clear sense of direction and need a more hands-on approach to get focused. It can also be valuable in high pressure situations when specific tasks may require strict adherence to protocols or standards.
Stephanie shared with me that for this particular group of team members, she makes sure everyone understands what is expected of them, and she holds them to account for their actions and results, ensuring they follow through on their commitments.
In this scenario, pulling your people up the hill means providing support, encouragement, and resources while allowing your team members to take ownership of their ‘ascent’. Leaders who ‘pull’ create a conducive environment where team members are motivated intrinsically and are encouraged to use their skills and creativity.
As we worked through the framework, Stephanie classified her ‘pull’ bucket as those more experienced team members who don’t require constant direction.
However, I was very curious as to what exactly Stephanie saw as the difference between pulling people up the hill as opposed to her reference to literally having to drag them up the hill. She explained that it referred to her approach towards those team members who, for whatever reason, seem to be resistant, uncooperative, or unwilling to make progress towards their goals. She described almost having to resort to considerable force or coercion to get certain individuals to take action or meet their responsibilities.
The ’dragging’ approach is generally not recommended for effective leadership because it can damage morale and can lead to resentment, demotivation, and even resistance from team members.
As a leader, if you feel the need to drag your people up the hill, you may need to identify the root causes of resistance or apathy and address them through coaching as opposed to resorting to ‘forceful’ methods.
Successful leaders recognise when to use each approach to maximise team performance and achieve desired outcomes. However, the choice between pushing and pulling depends on various factors, including the nature of the task, the skills and motivation of team members, and the overall leadership style. Effective leaders will often use a combination of both approaches, adapting their leadership style to the specific needs of each team member – another hat tip to Situational Leadership.
Remember how I asked Stephanie whether there were any team members she was letting climb the hill themselves?
I specifically wanted Stephanie to think about this scenario – where she wasn’t pushing or pulling her team members up the hill, but instead where she would give them the freedom to take initiative, make decisions, and drive their own success.
This metaphor represents a leadership approach that emphasises autonomy, self-direction, and empowerment among team members. As a leader utilising this approach, you provide guidance, resources, and support, but allow your team members to take the lead in setting their own goals, making decisions, and solving problems. Your role is more about being a coach rather than a director or controller.
This approach is based on the belief that empowered team members are more motivated, engaged, and innovative – leading to better outcomes and a more cohesive team. Leaders who adopt this approach trust their team members to take ownership of their work and believe in their ability to succeed. They create an environment where individuals feel valued, respected, and engaged to grow.
Acting as a coach rather than a manager, you trust your team’s abilities and judgement. You believe in their potential to make the right choices and solve problems while fostering a sense of responsibility for both individual and collective success.
By the end of our session, Stephanie appreciated the significance of situational leadership and adapting her approach to suit her team’s needs and the specific situation at hand.
As a leader, are you aware of your team’s strengths, weaknesses, and levels of motivation? Can you recognise when certain team members might benefit from one approach, while others might need a different one? Are you willing to be flexible in your leadership style? Are you prepared to shift between approaches as the situation evolves (for example, as the terrain on the hill becomes more rugged) or as the team dynamics change?
The art of leadership lies in knowing when to push, pull (hopefully not having to drag), or let your team members climb the hill themselves. Your role as a leader is not one-size-fits-all, and success often hinges on your ability to adapt and tailor your approach to the unique needs of your team.
Remember, Hellomonday can provide support to every leader, reinforcing habits through curated learning and impactful coaching, helping you master situational leadership and equipping you to lead your team to greater heights.
It is important for leaders to be able to distinguish between ‘disagreeable’ and ‘toxic’ team members. After all, disagreeable employees can often bring valuable skills and perspectives to a team or organisation, and they can also be highly effective in certain roles.
When it comes to managing the performance of your employees, as a leader you need to understand your individual employees’ work styles as well as how they like to be recognised.
By encouraging transparent communication and collaboration, you will start to see a more productive and more engaged team.
