In a work environment defined by rapid change and uncertainty, leaders are expected to provide clarity, compassion, stability and motivation at work, explains Dr. Vicki Halsey, vice president of applied learning at Blanchard.
“Consistency builds trust. Leaders must provide consistent communication, clear expectations and reliable support while accommodating employees’ readiness for change.”
How can managers effectively lead their teams in uncertain times? Halsey recommends that leaders at all levels begin by assessing whether their current leadership style is truly supporting their teams.
“Start with conversations that provide clarity and care, demonstrating that you value your team. At times like these, leaders should reach out and connect with each of their team members individually. They should ask open-ended, powerful questions like: Are you getting what you need from me? Is there something you haven’t shared and would like to? Or even, how am I helping you succeed? These conversations allow leaders to really understand the needs of their teams.”
Halsey also suggests taking it a step further by bringing teams together and sharing common themes that emerged in one-on-one conversations. When managers openly acknowledge concerns, listen to needs and encourage group problem solving, they create a more collaborative and supportive team culture.
Development level 1 is beginner with enthusiasm.
This direct boss is eager to start a new assignment, but has not demonstrated any competence. You need specific instructions from your superior: details on how to perform the task and what a good job should look like. There is no danger of micromanagement here. Unfortunately, the opposite leadership style is more common in this case: A manager assigns a task and confuses the person’s enthusiasm with his or her competence. When the complexity of the new task becomes apparent to the team member, the manager is not present to give instructions on what, when or how to perform the task. Instead, the student is left alone to solve the task on his or her own. What is the result? A lot of trial and error and wasted time.
Development Level 2 is the Disillusioned Apprentice.
Even in the best of circumstances, sooner or later a person who has taken on a new task or objective realizes how little he or she knows about how to accomplish it successfully. In this phase, the student struggles and does not obtain results. You need a boss who can provide you with a high level of direction and support, and you will appreciate any help you can get. Again, no need to worry about micromanagement: the team member needs a plan to complete the task. The manager’s job is to provide direction and support to increase the individual’s competence, confidence and commitment to the task.
Development level 3 is that of a capable but cautious collaborator.
This is the stage at which micromanagement can begin. At this level, the person has developed some competence for the task, but their confidence and commitment may be affected on a regular basis. The good news is that the team member has demonstrated that he or she has the necessary skills to do the job. All it takes is for the manager not to rush in with all kinds of directions when what the person really needs is a little reassurance and encouragement. A skilled manager will stop giving instructions and focus on providing the right amount of support, keeping the direct subordinate firmly in charge of the process.
Development Level 4 is the self-sufficient Achiever.
This person has demonstrated full competence and confidence in his or her ability to complete the task. It does not need much direction or support. The self-sufficient achiever is a true asset to his boss and should be treated as such. In this phase, the manager’s role is to help the individual grow and develop by challenging him or her and identifying ways for him or her to share his or her knowledge with others.
Want to learn more about how to prioritize clarity, diagnosis, direction and support to create resilient, engaged and successful teams?
Join our free webinar! Dr. Vicki Halsey will share strategies and tactics for fostering open communication, setting meaningful goals, and generating leadership that turns challenges into opportunities for growth.
Maintaining high performance in times of change
📅 March 26, 2025
⏰ 16:00. Spanish time.
⏰ 7:00 a.m. Pacific Time.
In times of rapid change, leaders face the challenge of keeping their teams focused, engaged and productive. Uncertainty can lead to confusion, demotivation and inconsistent performance. In this webinar, leadership expert Dr. Vicki Halsey will share how Blanchard’s SLII® leadership model provides a powerful framework to help leaders adapt their leadership style and provide the right level of guidance and support to keep their teams on track.
In this webinar you will learn how SLII® helps leaders to:
✅ Maintain focus and motivation by adjusting their leadership to the changing needs of employees
✅ Provide clarity and confidence to teams facing uncertainty
✅ Prevent demotivation and burnout by recognizing when employees need more guidance or autonomy
✅ Create agility and resilience by equipping teams with the right level of support at the right time
✅ Foster trust and accountability to keep productivity high despite evolving priorities
By applying SLII® principles, leaders can turn uncertainty into opportunity, helping their teams stay engaged and focused even in the most challenging times.
Note: This article is a translation of the original article by David Witt, Blanchard® Program Director.
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In a work environment defined by rapid change and uncertainty, leaders are expected to provide clarity, compassion, stability and motivation at work, explains Dr. Vicki Halsey, vice president of applied learning at Blanchard.
“Consistency builds trust. Leaders must provide consistent communication, clear expectations and reliable support while accommodating employees’ readiness for change.”
How can managers effectively lead their teams in uncertain times? Halsey recommends that leaders at all levels begin by assessing whether their current leadership style is truly supporting their teams.
“Start with conversations that provide clarity and care, demonstrating that you value your team. At times like these, leaders should reach out and connect with each of their team members individually. They should ask open-ended, powerful questions like: Are you getting what you need from me? Is there something you haven’t shared and would like to? Or even, how am I helping you succeed? These conversations allow leaders to really understand the needs of their teams.”
Halsey also suggests taking it a step further by bringing teams together and sharing common themes that emerged in one-on-one conversations. When managers openly acknowledge concerns, listen to needs and encourage group problem solving, they create a more collaborative and supportive team culture.
Development level 1 is beginner with enthusiasm.
This direct boss is eager to start a new assignment, but has not demonstrated any competence. You need specific instructions from your superior: details on how to perform the task and what a good job should look like. There is no danger of micromanagement here. Unfortunately, the opposite leadership style is more common in this case: A manager assigns a task and confuses the person’s enthusiasm with his or her competence. When the complexity of the new task becomes apparent to the team member, the manager is not present to give instructions on what, when or how to perform the task. Instead, the student is left alone to solve the task on his or her own. What is the result? A lot of trial and error and wasted time.
Development Level 2 is the Disillusioned Apprentice.
Even in the best of circumstances, sooner or later a person who has taken on a new task or objective realizes how little he or she knows about how to accomplish it successfully. In this phase, the student struggles and does not obtain results. You need a boss who can provide you with a high level of direction and support, and you will appreciate any help you can get. Again, no need to worry about micromanagement: the team member needs a plan to complete the task. The manager’s job is to provide direction and support to increase the individual’s competence, confidence and commitment to the task.
Development level 3 is that of a capable but cautious collaborator.
This is the stage at which micromanagement can begin. At this level, the person has developed some competence for the task, but their confidence and commitment may be affected on a regular basis. The good news is that the team member has demonstrated that he or she has the necessary skills to do the job. All it takes is for the manager not to rush in with all kinds of directions when what the person really needs is a little reassurance and encouragement. A skilled manager will stop giving instructions and focus on providing the right amount of support, keeping the direct subordinate firmly in charge of the process.
Development Level 4 is the self-sufficient Achiever.
This person has demonstrated full competence and confidence in his or her ability to complete the task. It does not need much direction or support. The self-sufficient achiever is a true asset to his boss and should be treated as such. In this phase, the manager’s role is to help the individual grow and develop by challenging him or her and identifying ways for him or her to share his or her knowledge with others.
Want to learn more about how to prioritize clarity, diagnosis, direction and support to create resilient, engaged and successful teams?
Join our free webinar! Dr. Vicki Halsey will share strategies and tactics for fostering open communication, setting meaningful goals, and generating leadership that turns challenges into opportunities for growth.
Maintaining high performance in times of change
📅 March 26, 2025
⏰ 16:00. Spanish time.
⏰ 7:00 a.m. Pacific Time.
In times of rapid change, leaders face the challenge of keeping their teams focused, engaged and productive. Uncertainty can lead to confusion, demotivation and inconsistent performance. In this webinar, leadership expert Dr. Vicki Halsey will share how Blanchard’s SLII® leadership model provides a powerful framework to help leaders adapt their leadership style and provide the right level of guidance and support to keep their teams on track.
In this webinar you will learn how SLII® helps leaders to:
✅ Maintain focus and motivation by adjusting their leadership to the changing needs of employees
✅ Provide clarity and confidence to teams facing uncertainty
✅ Prevent demotivation and burnout by recognizing when employees need more guidance or autonomy
✅ Create agility and resilience by equipping teams with the right level of support at the right time
✅ Foster trust and accountability to keep productivity high despite evolving priorities
By applying SLII® principles, leaders can turn uncertainty into opportunity, helping their teams stay engaged and focused even in the most challenging times.
Note: This article is a translation of the original article by David Witt, Blanchard® Program Director.