WATCH: Inspired Management Style: Are you using the right management style?

In this video, I’d like to talk to you about Inspired Management  Styles and diagnosing the right style to use for your people. Depending on the task that they’re doing. And what it is that you want them to do.

Sothe first part is to understand that there’s a continuum from an external focus. Where people actually need feedback in order to know whether they’re doing a good job or not. And they cannot tell themselves what the internal standard is. They need feedback from others. And moving across that over into, when they do have an internal standard and they’re much clearer about what is required. And this is very context specific. Solet’s talk about learning something and in order to be able to learn somethingyou need to first of all know what the procedure is. 


And if someone is externally focused, they need to have clear instructions. What is the procedure and how do they do it? Sothat’s “Instructing”. And once someone is instructed on the basics of how. Then you can expand their thinking.


You can begin to share different stories of how things are applied. And that’s all aboutMentoring”. And that’s often giving guidance and sharing experiences and expanding their thinkingSo they can see the different ways of doing things and different ways of applying that ProcedureAnd then you want them to think for themselves. And this is a very important part for managers to understand. That as you want to move someone over from being ‘Externally focused and relying on feedback to know they’re doing a good job.


You want to be able to ask them questions and then they can start to ‘Self-assess. Because they’ve got some foundations to build on. And that’s when you use a “Coaching” style. Because using a coaching style too much over here we’ll just have people guessing. So clear Instructionexpanding thinking and then moving into a Coaching Style. Because that’s all about asking questions. And asking them what they thinkSo, they have to problem-solve for themselves and can actually come to conclusions for themselves. Because then you can agree that they know what the standard is. And they know then what the procedures are. And which procedure they’re going to use.


And then you can “Delegate, and this is totally context specific. SoI’ve seen this go completely wrong with directors who were thrown into a role. And so right, create a business plan. And they haven’t even been instructed on how to do it. And sometimes they’re too shy or too scared to say so.


Soas you think about Management, Stay Curious! 


I would be interested to hear your thoughts and opinions about any of the above so drop me a line at

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Remember . . . Stay Curious!


With best regards,

David Klaasen 

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©David Klaasen – 2014