- Read each situation, then the four responses below it, one per line.
- Tick the one box next to the response closest to what you would really do. If none fits, tick the nearest. One tick per situation.
- There is no right answer: the point is to see your default, the style you reach for whoever is in front of you.
- At the end, count your ticks for each style. On the web page and in Acrobat the count is made for you. Then read the four definitions.
The PDF is fillable: open it in a real reader (Acrobat, Preview) to type and save, or print it and write by hand. Anything you type on this page stays in your browser, nothing is sent anywhere.
Your team's results have been dropping fast. Friendly check-ins on how people are doing have not changed anything.
Results are improving. You have been making sure everyone knows their responsibilities and the standard expected.
A team that performs well and gets on, and that you usually leave alone, is stuck on a problem it cannot solve.
A team with a strong record needs to change how its meetings run for a new activity. They know the change is needed.
Results have slipped for months. People miss objectives and need constant reminders. Clarifying roles has helped before.
You take over an efficient team whose previous manager kept tight control. You want results to hold and relationships to grow.
Your team is productive, flexible and full of improvement ideas. You are considering several changes you have not mentioned yet.
Your team handles routine work well and gets on, but lacks direction for bigger projects.
You take over a team that is late on a deadline. Goals are unclear and meetings have turned social. You believe the talent is there.
Your team usually takes responsibility well. Since someone left, they are not responding to your attempts to redistribute the work.
You take over a team that manages its tasks well and takes direction easily. The previous manager kept tight control. Relationships are good.
A highly qualified team with an excellent year behind it has started to show friction between some members.
Count your ticks for each style. The four counts add up to 12. On this page the count is made for you.
- Directing: For someone with little competence on this task but plenty of confidence. Give structure and clear instructions, explain the big picture, check in often, and step in when a decision has to be made.
- Accompagnement: For someone with limited competence and low confidence. Build trust, show how their work connects to the whole, offer learning on the job, and leave room for mistakes and some frustration.
- Facilitating: For someone competent whose confidence comes and goes. Involve them in solving problems and deciding, mentor rather than direct, and name what they do well. You are building confidence, not skill.
- Empowering: For someone competent and confident. Delegate and step back, ask for their view, show your trust, and check in from time to time rather than all the time.
Your highest count is your default. It is not good or bad in itself: it only goes wrong when you use it with someone who needs another style.
Your lowest count is the style you have least practice in. Somebody on your team may need exactly that one right now.