The 21-Day Situational Self Leadership (SSL) Action Plan is designed to help you experience the promise of self leadership by challenging your assumed constraints, celebrating your points of power, and collaborating for success—especially with your manager.

1. Th e 2 1 - D ay
SiTuaTional Self leaDerShip
a c Ti o n p l a n
e x p e r i e ncing the rewards
o f Managing up
S u s a n Fo w l e r
For Preview Only Phil Reynolds
Laurence Hawkins
Ke n B l a n c h a r d

2. The 21-DAy SiTuATiOnAl SelF leADerShiP AcTiOn PlAn
Experiencing the Rewards of Managing Up
Authors
Susan Fowler
Phil Reynolds
Laurence Hawkins
Ken Blanchard
editor Art Director
Maril Adrian Beverly Haney
Proofreaders Production Artists
Barbara Akers Bridgit Watt
Carey Nash Kara Meredith
Brand Manager
Victoria Cutler
Ken Blanchard first developed Situational Leadership with Paul Hersey in the late 1960s. In 1985, Blanchard and
®
the Founding Associates of The Ken Blanchard Companies —Marjorie Blanchard, Don Carew, Eunice Parisi-
®
Carew, Fred Finch, Laurence Hawkins, Drea Zigarmi, and Patricia Zigarmi—created a new generation of the
theory called Situational Leadership II. The leadership model used in this product is based on the Founding
®
Associates’ second generation thinking and research, and is used with their permission.
© Copyright 2009 by The Ken Blanchard Companies. All rights reserved. Do not duplicate.
These materials have been designed to develop specific knowledge and skills and have been thoroughly tested to
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ensure their effectiveness. They represent the proprietary intellectual property of The Ken Blanchard Companies and
are protected under international copyright law.
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Item # 17437 V081509

3. Experiencing the Rewards
of Managing Up in 21 Days
Each assignmEnt FOcUsEs On OnE OF thE FOllOwing aREas:
mind-sEt
ssl gamE Plan
Getting Started OnE On OnE mEEting
The 21-Day Situational Self Leadership (SSL) Action
sElF lEadERshiP skills
Plan is designed to help you experience the promise
of self leadership by challenging your assumed
constraints, celebrating your points of power, and
day 1—cRaFt yOUR VisiOn statEmEnt
collaborating for success—especially with your
manager. day 2—cREatE thE mOst imPORtant list
yOU may EVER makE
First, commit to the 21-day process. Then, follow
through by devoting 15 minutes each day to reading day 3—challEngE assUmEd cOnstRaints
the appropriate page and taking the recommended in thE wORkPlacE
action. Each day’s assignment builds on previous ones.
You can expect to
day 4—wORk yOUR ssl gamE Plan
• Review basic concepts learned in your SSL day 5—dEFinE a kEy REsPOnsibility aREa
workshop and create the “best of times” working day 6—dEtERminE yOUR gOal
environment
• Deepen your skills for conducting One on One day 7—diagnOsE yOUR dEVElOPmEnt lEVEl
meetings with your manager day 8—dEcidE On thE lEadERshiP stylE nEEdEd
• Find ways to obtain the direction and support you
need from a variety of sources day 9—Plan yOUR FiRst OnE On OnE mEEting
• Be inspired by reflections of self leaders who have day 10—challEngE assUmEd cOnstRaints
successfully put the ideas of self leadership into abOUt yOUR OnE On OnE mEEting
action
• Undertake assignments that apply the concepts, skills, day 11—cElEbRatE POints OF POwER
and practices in your own work situation day 12—cOndUct OnE On OnE mEEting
The practical skills of a self leader are almost impossible day 13—dEbRiEF OnE On OnE mEEting
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to master if you have not accepted responsibility day 14—dO takE actiOn
for your own growth and progress. However, the
only way that anyone can lead you is to restore your day 15—dEtEct changEs in cURREnt REality
ability to guide yourself. As the 21-day methodology day 16—cOllabORatE FOR sUccEss
progresses, you will begin to handle that responsibility
more effectively. Taking the lead and managing up will day 17—ExPREss yOURsElF
become more familiar and comfortable. day 18—sEll a sOlUtiOn
The Situational Self Leadership Action Plan CD day 19—nEgOtiatE FOR aUtOnOmy
The CD contains interactive day 20—REmEmbER thE bEst and wORst OF timEs
worksheets that support your daily
assignments. day 21—cOmmit tO sElF lEadERshiP
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509

4. MinD-SeT
1 Craft Your Vision Statement
Generate energy and sustain your passion
Are you laying bricks or building a cathedral?
You may be familiar with the old story* about a man who journeyed
the world searching for knowledge and wisdom. As he wandered from
village to village, he encountered three men laying bricks. Always
seeking to learn, he asked a seemingly simple question: “What are you
doing here?” Find Your Purpose
The first man answered, “What does it look like? I am laying bricks.” Consider how a clear purpose for your work
will help you manage up. If you and your
The second man replied, “Can’t you tell? I’m putting up a wall.”
manager disagree on the purpose of your
The third man looked up, smiled, and said, “What am I doing? I’m role, it is unlikely that you will agree on the
building a cathedral. It will be beautiful, and thousands of people will come priority of your goals, everyday tasks, and the
here for inspiration.” skills, resources, or training necessary for you
to accomplish it.
Benefits of a Well-Crafted Vision Statement
A thoughtfully crafted vision statement gives
you perspective for the work you do each day.
It empowers you to overcome the inevitable
obstacles, pain, strife, and exhaustion that
could jeopardize your success at work. It is
the ultimate answer to the seemingly simple
question, “What am I doing here?”
The longevity of this story is a testament of its strength to connect
your work to a clear and powerful purpose. Who would you prefer ACTION
to be? Which of the three men will find the strength, will, and desire Use the Vision Statement worksheet to craft
to continue working when his back aches or the weather turns or refine your work-related vision statement.
cold? Which one will feel a greater sense of accomplishment and (The template can also be used to craft a
satisfaction over time? All three men are doing the same work, but personal vision statement.)
with a different vision. All three are laying bricks, but the third is
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working with a higher end in mind, a grander purpose—a vision for
his work-related role.
A new Chapter to the Story
What if you are happily working away on your “cathedral wall,” with
your higher purpose in mind, only to discover that your boss has a reFlecTiOnS OF A SelF leADer
different purpose in mind—that the wall you are building is for a My vision statement guides everything I do—
shopping center? You are laboring under a false impression—your from the decisions I make to how I spend my time.
vision is not aligned with your organization’s vision for your role. This I get great satisfaction doing my work and living
misalignment will eventually diminish your long-term commitment my life on purpose.
and cause confusion and misunderstanding between you and your —Karen von Boetticher, Training Specialist, PHR,
Healthcare Services, USA
organization—particularly with your manager.
* This story is older than you might think. It was first recorded by St. Benedict in 530 A.D.
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 1

5. DAY SSL GAMe PLAn
8 Decide on the Leadership Style Needed
Get the direction and support you need to succeed
What is wrong with waiting for your boss
to figure out what you need?
Nothing, as long as you are willing to live without getting
what you need when you need it.
Your manager has plenty of priorities. It is unwise to think
that your needs will always be at the top of the list. It is
better to be proactive. After all, if you are not prepared
to act on your own behalf, why should you expect it from
someone else—even if that someone is your manager?
Know What to Ask For
Self leaders are proactive about identifying what they need ACTION
rather than waiting and hoping their managers will figure it
out for them. Use the Needs Model to choose the leadership • Decide on the leadership style you need based on
style that best matches the diagnosis of your development the diagnosis of your development level for your
level on your goal. The Needs Model illustrates the link goal.
between each of the four development levels and the • Refer to the appropriate Prescriptions section in
matching leadership style so you know what to ask for. your DnA Guide for specific examples of direction
and/or support to ask from your manager or other
The Needs Model sources.
• Transfer the leadership style you
D4 D3 D2 D1
High Moderate-to-High Low-to-Some Low
need along with the most appropriate
Goal/Task/ Competence—
High
Competence—
Variable
Competence—
Low
Competence—
High
Prescriptions to step 4 on the SSL
Skill Commitment Commitment Commitment Commitment
Game Plan Worksheet (Day 5).
High
Low Directive High Directive
and and
C
High Supportive NG High Supportive
O
Behavior Behavior
I
RT
AC
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Let’s Talk, Let’s Talk,
PO
D3 Decides Leader
HIN
Supportive Behavior
Decides
S UP
G
S3 S2
S4 S1
ING
reFlecTiOnS OF A SelF leADer
DIR
AT
Leader I now understand that managing up to get the leadership
EC
D4
EG
Decides Decides
IN style that matches my development level is my responsibility.
EL
T
D Low Directive High Directive G
and and I have learned to seek the direction and support I need,
Low Supportive
Behavior
Low Supportive
Behavior
not only from my boss, but anyone who can help me reach
my goals. As a result, my relationship with my boss has
Low Directive Behavior High improved and so has the way I feel about my job.
—Juny Martindale, Assistant Manager of Compliance,
Barbados
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 2

6. DAY One On One MeeTinG
9 Plan Your First One on One Meeting
Structure your discussion for getting what you need from your manager
What is your most important work
relationship?
Your boss is probably at the top of your list—or should be! The Purpose of One on One Meetings
The nature of your relationship with your manager is often • To open up communication between you and your
directly tied to the quality of your work life. So it follows manager
that managing up is not only an opportunity for you to get • To provide opportunities to set new goals and
the direction and support you need but also to improve the reexamine agreed-upon goals
quality of that relationship. • To get direction and support
• To exchange information and give progress reports
Partnering for Performance Meetings Focus
on Your Manager’s Agenda • To get in touch with your concerns and solve
problems
Managers who have experienced Situational Leadership® II
learn that one of their primary leadership skills is Partnering • To connect your personal goals to the organization’s
goals
for Performance. Partnering for Performance means
reaching agreements with people about their development When you take the time to structure One on One
level and the leadership style needed to help them achieve meetings, you do more than get what you need to
individual and organization goals. Your manager conveys achieve your goals. You build mutual trust and respect
the organization’s expectations for your role and how he between you and your manager, reinforce the most
or she plans to help you meet those expectations through crucial relationship you have in the workplace, and as a
Partnering for Performance meetings. result, improve the quality of your life at work.
One on One Meetings Focus on Your Agenda
The parallel to the manager’s Partnering for Performance
meeting is the self leader’s One on One meeting. It is an
ACTION
intentional, scheduled, and structured meeting initiated by 1. Schedule a 20- to 30-minute One on One Meeting
you, the self leader, and focused on your SSL Game Plan. with your manager to be conducted on Day 12.
The responsibility for the agenda is yours. 2. Plan your agenda by referring to your SSL Game
Plan Worksheet and completing the One on One
Meeting Form.
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reFlecTiOnS OF A SelF leADer
I learned just how important scripting my One on One
agenda is to the success of the meeting. Knowing what I
want to say and how to say it gives me the confidence to
communicate my needs to my boss. My boss has been very
responsive, and our relationship has definitely improved.
—Laura Davis-Thiry, Sales Assistant, USA
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 3

7. DAY MinD-SeT
Remember the Best and Worst of Times
Create the best of times by getting the leadership style
that matches your development level on key goals and tasks
What can you learn from your best and worst
working experiences?
You can create more “best of times” by recognizing how and Rare exception When the Best of Times
why they are different than the “worst of times.” Exploring and is a Mismatch
analyzing the best and worst of times with thousands of self One young man who reported that he did
leaders over the years has yielded consistent and fascinating not get the leadership style that matched his
results. For example, one poll revealed that all the development development level in the best of times. He
levels are represented in the worst of times, and that all the received Style 1 from his boss despite being at D4
development levels except D2 are represented in the best of times. on his major goals and projects. When asked why
The results are clear: development level is not what determines the he considered it the best of times, he replied, “I
best or worst of times. So, what does determine a best of times just ignored him.” There is an important lesson in
experience? his story. Usually managing up means getting the
leadership style that matches your development
The Best of Times is a Match level, but in some cases, managing up may mean
Your own analysis may lead you to the same conclusion other self overlooking or adapting to the leadership style
leaders have discovered: It is the match that counts. In their most you are getting in order to succeed!
positive work experiences, self leaders received a leadership style
that matched their development level on key goals and projects; in
the most negative work experiences, they did not.
ACTION
1. Revisit the best of times and worst of times
by reviewing your classroom materials or
completing the Best and Worst of Times
worksheet.
2. Consider what you can do to today
create the best of times.
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reFlecTiOnS OF A SelF leADer
I can honestly say that Situational Self Leadership has
changed my attitude to work and life in general. I have
used the Managing Up Conversation Starters in the DNA
To create the best of times, Guide to speak with my boss about my goals, what I need
remember that a leader is anyone to achieve them, and what I need from him. I am even
who can give you the direction more content feeling discontent when I am at D2 because
and support you need. I realize it is normal. I have made some life-changing
decisions now that I realize it is in my hands to drive
those changes.
—Tina Rayat, Regional Registrations Specialist,
Consumer Products, UK
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 4

8. DAY MinD-SeT
Commit to Self Leadership
Be the change
What’s in it for you to be Self Leaders Adopt empowering Beliefs
a self leader? 1. I can influence and affect the quality of my work environment.
It takes a lot of work to challenge your 2. My initiative is almost always rewarded, either through
recognition from others, self-satisfaction of doing my best, or
assumed constraints, celebrate your points
through the experience I gained.
of power, and collaborate for success. This
action planner has attempted to answer the 3. It is in my own best interest to obtain the direction and/or
support I need to get the job done.
question of what is in it for you to engage in
the action steps for each day. Now, consider 4. Most people want to and are willing to help me learn a new skill
or achieve a goal.
the big question that only you can answer:
How committed are you to being a self leader? 5. I stay ahead of the curve by taking the initiative to identify and
challenge my own assumed constraints.
6. I create the conditions for my success when I take ownership for
my Key Responsibility Areas.
7. I am accountable for my work, effort, and outcomes, thus helping
to eliminate a victim mentality and culture of entitlement that
serve no one, least of all me.
8. The personal and professional rewards of responding to challenges
In a world crying out for through the insights, skills, and actions of the self leader are
worth the effort.
authentic leadership, you
need to begin with the 9. Self leadership empowers me to fulfill my life purpose, act on my
values, and achieve my aspirations.
most obvious source—
yourself. 10. Change is inevitable; growth is optional—it is up to me to be the
change I want to see in the world.
ACTION
1. Commit to continue working on the skill set and mind-set
of a self leader.
2. Be a role model for the change you hope to see in the world.
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reFlecTiOnS OF A SelF leADer
Situational Self Leadership helped me redefine my attitudes toward my job
and my life. I gained more self-confidence, which helped me initiate ideas that
increased the effectiveness of my team. I improved myself by defining my Key
Responsibility Areas, managing my time better, and communicating with all
departments of my organization. I learned how to set SMART goals. I shared my
new skills and knowledge with my team, which resulted in improving the quality
and efficiency of our work. Situational Self Leadership has had a spectacular
impact on my job and my personal life!
—Stelios Korakakis, Bank Department Manager, Greece
© 2009 The Ken Blanchard Companies. All rights reserved. Do not duplicate • Item # 17437 • V081509 5