The Upside of Situational Leadership That Everyone Is Talking About

Leadership differs from management in a very fundamental way. Management doesn’t have to involve inspiring or motivating others. Situational leadership is a specific style of leadership, where your leadership style is dependent on the situation. You could be leading b either delegating, supporting, coaching o directing depending on the team and complexity of the task.  Which essentially makes you practice one or more of the 4 popular leadership styles. The image here is self-explanatory.

Situational Leadership
Situational Leadership

What You Can Do About Situational Leadership Starting in the Next 11 Minutes

Leadership programs are appropriate for supervisors, managers, entrepreneurs and company executives. A leadership development program can help the company leaders in receiving new capabilities. This is a good 10-minute video on Hershey Blanchard situational leadership that you must watch

Now that you’ve understood, it’s vital that you take one of the critical projects that you are heading and see what amongst these leadership team would require at this point in the current situation.

The Number One Question You Must Ask for Situational Leadership

Leadership is more than only a word, it’s the action of leading. It can also cause a company’s demise. Situational leadership or the one size doesn’t fit all method is all about adapting your style to the particular circumstance.

“Knowing all that I know about this team and this project, what is the leadership that is required to help the project move to the next level, project right now?

Leaders help ordinary folks achieve extraordinary outcomes. They should be sent to various countries and allowed to learn that way. Superior leaders identify great talent, give them direction, then escape the manner.

The Hidden Truth About Situational Leadership

Leaders will need to function as a catalyst for change. Thus, a situational leader should have the needed aptitude in order to adjust their actions in order that they may fit with the present situation as a way to assist and meet the requirements of the faculty. Today, the leader with one principal leadership style can’t survive.

3 Steps towards Building an Amoeba Organization*

Is your organization structured like an Amoeba?

Successful businesses can continually alter its organizational structure to meet the changing demands of the environment in which they are operating. Each of that change helps them propel forward to achieving the goals the organization has set for itself. And finally, it is not bound the rigid boundaries that are prevalent in the industry or in other industries. Let us take each of these with an example

Business is no Biology, Why then are we talking of Amoeba, here?

An amoeba (/əˈmiːbə/) is a type of organism which

  • can alter its shape, primarily by extending and retracting pseudopods.
  • propels forward (and feeds) by using and extending a pseudopod and let’s go its rear portion
  • do not form a single taxonomic group and are found among the protozoa, fungi, algae, and animals.

A successful business means these 3 things

1. Altering the structure:

Altering the structure of an organization is usually a daunting task. It requires a leader to think out of the box and often begets undesirable resistance from HR and other units that look for status quo for ease of administration. Even in the many cases where an organization undergoes reengineering and restructuring, it often is a laborious exercise and involves months of planning and years of execution. It is anything but simple. But then creative leaders know can get this done.

In one exceptionally large organization that I was working, it was boom time and the business team was quite successful in meeting and exceeding targets. We had an extremely capable sales team and marketing team. The technical team was terrific. The Unit was on a super-fast growth. Yet, burnouts and the low compensation started to take its toll. The Business Unit leader was fully aware of the consequence and had many meetings with HR in vain. So, in this case, he hired a ‘marketing manager’ and the job role was clearly defined as an ‘excitement specialist.’ The measurement was about creating excitement in the team and help the unit be a fun place. The new-hire, an ex-advertising professional from a reputed Advertising Agency exactly knew what to do to build that excitement in the team. She was successful and the need for that position had been done away within 12-18 months when intended results of retentions and motivation were achieved.

There were other times, what was needed was ‘just a process to be set in place,’ or entire unit was to be focussed on ‘competitive win back.’ The organization structure changed countless times, where the required people were brought in or moved out and/or roles changed dynamically. Such changes could not have been reflected under the rigid structure, but with a creative leader, we were able to achieve none the less. The organization not only survived one of the worst dot com busts but propelled forward to be a leader in the industry as competition floundered. And that brings us to the second point.

2. Propel Forward:

To propel forward is a simple term but then defining the forward is the key. The forward could mean winning competition even at a short-term loss or it might earn profit maximization. It might mean the need for PR or need for better sales closers. There can be a couple of areas where one needs to move forward, and it only means adequate resources are deployed in those areas for that duration to make them successful. Any less, the effort would go waste. Any more, we might not be doing it efficiently. Propel forward for an organisation unit may be different from the standard industry practices.

The key to propelling forward is to let go of the past that is holding us back. We could have had an organization that was great and successful in the past but continuing the same activity and being tied to the past will slow the unit down. The key to propelling forward is to let go of the tenets that gave success in the past and unbound and unleash itself.

3. Unbound and hence Unleashed:

The core tenet is being unbound and unchained by the dogmas that exist in the organization and unit. Any change like this is seen as maverick and would lead to eyebrows being raised and questions being asked. The only way to address such criticism is to continue to deliver on outcomes. The team would need to be fully aware that they are being taken into full confidence and it needs to work on ‘a mission mode.’ Goals are pursued as a mission, and the team sees itself as a task force and a crack team. Call it permanent beta, disruptive innovators – any name that you wish. The idea is to take the team along and make sure they are unbound and unleashed all the time to deliver their best.

Go ahead try it! Build your own Amoeba Organization*.

If you like such articles – You can follow some great resources on

 This above article first appeared in the Times of India on April 03, 2019

Rajesh Soundararajan is an entrepreneur and co-founder of Futureshift Consulting, a boutique consulting outfit that helps organizations chart their business, marketing and technology strategies that generate demand, drive predictable revenue and achieve impactful outcomes.

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*I am not talking here about Amoeba Management, which is a system designed by Kazuo Inamori, the creator and current honorary chairman of Kyocera. Amoeba Management is different from building an Amoeba Organization that I am talking of and is primarily composed of personnel in a company, with a clearly defined purpose of making a profit for itself.

Six Things to Remember While Writing Feedback

Over the two decades in the many leadership roles, giving/writing feedback was one of the most arduous of all jobs — across dozens of roles, organizations, countries, and cultures. If you are a manager or a team leader — you are solely responsible for the feedback you are giving your team, both on content and method.

So, what is the secret of giving/ writing feedback?
Feedback giving/ writing is both an art and a science. It is an extremely critical component of team building and as much as it is for developing one’s own career. I have condensed the feedback process into six points that can work in any situation. Good feedback will help your team be high on energy and ideas, become awesome in execution and develop a great attitude.

The secret sauce, ironically, is not about the receiver of the feedback. It is about asking yourself (feedback giver) these six vital questions.

  1. Am I being specific?
    It is extremely critical to be as specific as you can be. It is easy to get carried away with analogies and incidents related to the point being discussed. Such meandering, however well-intentioned it may be, often leads to dilution of the message. It may even lead to a defensive mindset being triggered for the receiver. State facts and give examples in support of the feedback being given. Nothing more, nothing less.
  2. Am I showing the way to grow and develop this person?
    Your job as a reviewer is to develop and grow people. Pointing to shortcomings does not help in any case. In fact, it would work counter-productive as the receiver pulls up the defences and closes their mind to any suggestions.
  3. Can this person really do something about this?
    Think before if this person can do something about this or if you can help to change this behaviour? If the answer is no, that specific feedback is best left unsaid. Yes, think about it. What is the purpose of feedback on which the person cannot act?
  4. Will this add value to this person?
    Focus your feedback on its value for the receiver. If your feedback will not add value to the receiver in the current state, resist from even saying it. Often, it is for us to offer some advice because it is dear to us and (however well-intentioned) do not think of the value it would add to the other person.
  5. Does this represent facts?
    Write feedback promptly when the incident is fresh in your mind. Do not let other unrelated incidents influence your feedback. Good managers maintain a small notepad, to jot down incidents when they occur. This small notepad is worth terabytes of data that may be residing in our memory. Maintaining and referring that small notepad, will always bring us back to the facts at hand.
  6. Finally, let silence do the heavy lifting.
    Silence is an extremely powerful tool. Any good negotiator would tell you that people tend to underestimate the power of silence when it comes to sales and social dynamics in general. “Saying nothing is way more powerful than spoken words” they would vouch. Silence during feedback not only defines alpha roles but also build the readiness to assimilate, process and draw on an action plan in the receiver’s mind. You must recognise the five signs that indicate silence is needed
  • Interrupting by talking over someone else
  • Formulating your response while someone is talking
  • Using a break in the conversation to create a distraction to change topics
  • Talking in circles
  • Monopolizing airtime

With these six simple steps, you will see your self a lot more effective and sought after by your team and people Try it out!

This article first appeared on the Times of India Blogs on March 22, 2019.

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Rajesh Soundararajan is an entrepreneur and co-founder of Futureshift Consulting, a boutique consulting outfit that helps organizations chart their business, marketing and technology strategies that generate demand, drive predictable revenue and achieve impactful outcomes.

Aspire to be a CEO: Don’t build empires and fiefdoms.

Another big myth from practicing managers is that they think that the biggest budget and the most people reporting to them is a guarantee to get them to the top. This probably was true in the days of kings not in today’s flat world.  Today, it is all (only) about doing more with less.
Do more – Grow revenue, profits, marketshare – with less people, money and resources.
A few cardinal rules

  • never complain that you are expected to do more than what your budget enables
  • do not be that manager who is constantly hiring people
  • never use lack of resource as an excuse

Forget the empire. Power and promotions go to people who can do more with less. Efficient producers not resource hungry administrators.

Aspire to be a CEO: Have Fun, Laugh!

Business is tough and may is not joy ride. That should not stop you from emanating joy and having fun along the way.
As a manager, you are expected to to keep the team focussed towards the goal. You are supposed to to lead them through the journey. You can make the journey hard, grumpy and tiring. Or you have a choice to make the joy, fun and lively.
It is a common knowledge that people who enjoy their work can be more creative, more enthusiastic and more productive. Conversely, an environment that is constantly serious and matter-of-fact is stressful and inefficient.
The manager who is able to maintain a sense of humour, lightens the mental load will always have a motivated happy team. A motivated less stressed team is a more productive team. They achieve things faster, better and bigger.
Sense of humour is mark of intelligence and quality sought out for corporate presidents. If you see it as a rare quality – all the more reason you have a better change of being one if you possess one.
Make  fun@work a reality.

Aspire to be a CEO? Never ever write a nasty email.

Well, wise men said it in the past and it is true even today – “before you utter something, count to 10, take a deep breath and then speak”. A friend of mine Arun Cavale often says – “What you have not said, you can always say later. What you have said, you can never take it back”

  • Never write a note that criticises, hurts or belittles or humiliates a colleague.
  • Do not write a condescending note or a note that is unkind, sexist or does not respect the individual.
  • Never send out a email that is written in anger or frustration.

We live in a small world. People get promoted, change companies, jobs, roles.
They have influential friends. Companies merge, acquired or get acquired.
Your self-made enemy may show up anywhere. Never give a company rival a smoking gun. 
Spend your energy in positive things.
Makes sense? Common sense? Nonsense?

PS: If you still love to write nasty notes that sound sweet, you may want to read “Manipulative Memos” by Arthur D. Rosenberg 🙂 

Aspire to be a CEO? Treat all people as special.

People are people.
They are more than people.They are mothers, fathers, friends, coaches, teachers, volunteers, photographers, charity workers and contributors. They can do a lot of things if they are appreciated and they can do it better if they are motivated and thanked.
Successful managers make people feel special. People who work with excellent mangers feel that they
are needed not used…
are contributors, not costs…
are workers not worked…
are instrumental, not instruments
are sold on what to do, not told…
are people, not personnel…
are measured, not monitored…
are asked, not questioned..
are well paid, not underpaid.
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I remember reading a book many years ago- Whale Done! : The Power of Positive Relationships by Kenneth Blanchard, Thad Lacinak, Chuck Tompkins, and Jim Ballard
Ken Blanchard teamed up with co-authors from SeaWorld and wrote this parable styled book that opens up to the techniques used by killer whale trainers. What do people around you have in common with a killer whale?  Both whales and people perform at their best when you accentuate the positive. It is important, therefore, to always redirect negativity to increase productivity both at work and at home….. read the book