Situational Leadership and the Skilled Trades

 

 

The Leadership Series

 

 

I’ve been doing a lot of thinking about leadership recently and much of what I perceive as opportunities to display leadership is at work. After 22 years, I’ve seen some pretty abhorrent ways to try and run (or lead) a job. And if you are honest, it’s likely the same for you, too. Far too often, the standard practice is “you do it my way” mixed in with some yelling and screaming. I’m pleased to see this diminishing with diversification – but is it enough? I’d argue it’s not; instead, there is a case to be made for situational leadership and how it’s applied to the skilled trades.

So, what does that look like? How can it be implemented and what are the advantages? I’m glad you asked. We are going to dissect it, take a deeper look at what it is and how it can be implemented – and what advantages it brings to us all.

 

NOTE: This article is part 4 of a series on Leadership here at The Wealthy Ironworker

1. Leadership, Management, and The Skilled Trades
2. The 4 Indispensable Qualities of a Leader
3. Leadership and The Task-Oriented Trades
4. Situational Leadership and the Skilled Trades
5. Leadership and The Art of Intentionality
   1. Skills Developed From The Art of Intentionality
6. Leadership and Emotional Intelligence
   1. Skills Developed From Emotional Intelligence
7. Leadership and Humility
   1. Skills Developed From Humility
8. Leadership and Listening to Understand and Not to Respond
   1. Skills Developed From Listening to Understand and Not to Respond
9. Skills Developed Overall in the Leadership Process

 

 

What is Situational Leadership

 

 

According to The Center for Leadership Studies, “The Situational Leadership^® Model is a timeless, repeatable framework for leaders to match their behaviors with the performance needs of the individual or group that they are attempting to influence.” This is a good working definition and one that we will build on as we go. I’d only add that the leader matches their behavior for the best of the job they have to complete, too. Given that I believe the trades are more task-oriented, this should make sense. For my part, I’m of the opinion that this leadership style is not only the most conducive but also more difficult to implement – it puts a great deal on the individual who is leading, as we will see.

In the field and study of leadership, there are numerous theories out there: Adaptive, Transformational, Servant, Team, and Authentic – many of which can and do have some overlap. This article isn’t meant to be comprehensive where these theories are concerned; instead, I’d argue that the situational approach – coupled with being and implementing a level of authentic leadership – is the best-implemented theory out there. This is especially true where the skilled trades are concerned.

 

Why Situational Leadership

 

Leadership has been undervalued for far too long

 

If you think back on your early days (or perhaps these are your early days – in which case, you may need to talk to some older people), you can likely recall someone yelling and screaming at you to get work done. Those same individuals had the mindset you were going to do it their way, and that was it.

To some degree, I understand the mindset. After all, if/when things don’t go right, are not complete, or something happens, it isn’t those in the field who are going to have to answer – it’s the Foreman/GF/Superintendent. If they are the ones who are looked at when things aren’t done or something goes wrong, we will do well to see how that could flavor the way we approach getting things done.

Taking the above into consideration, however, I would offer up two things: first, we can see the additional difficulty of approaching another style or approach over “do it my way,” and second, that a situational approach is ideal for the trades. I’ll unpack each and expand below.

 

Situational Leadership Approach and Added Difficulty

 

No matter how we frame it – someone ultimately is responsible

 

Let’s be frank, here: when you are ultimately responsible, it not only makes sense for you to want others to do things your way – it’s also easier on you. Most people are looking for less work and the easiest way to accomplish that is to just do what someone else tells us –  and those of us in the field are no different. We have a job to do, and most seek the simplest and quickest way to accomplish it. From this flow of thought, many opt to utilize the “just do it my way” that is not only the most ineffective at times, but also slows growth.

Contrast that with someone who is actively using situational leadership principles, and they are taking more on themself than most. The reason? Because IF you are going to be a situational leader, you have to work at more than just simply saying, “Do it my way.” To be sure, there are times when you, as the one who is ultimately responsible, can – and should – say, “We have to do it this way,” and that’s it. There ARE other times, though, where you can bring those in the gang in on the decision-making progress and say something like, “ok, we have to get this done, and it has to get done by a certain time – got any ideas?”

I’m adding a level of difficulty to myself by bringing in others who are not responsible at the end of the day. The obvious question starting out is why? Why would I bring on this additional difficulty when I have the ultimate responsibility of ensuring things get done? Wouldn’t it make more sense to simply say, “This is how it gets done,” and leave it at that?

This is a good segue into the next point.

 

Situational Leadership is Ideal For The Trades

 

Honey bees work towards the end goal – much like those in the trades

 

For my part, situational leadership has practical applications for the trades that should be explored more. First, I increase the number of ideas that come to the table when I bring in others. I may ultimately be responsible for the outcome, but the way we get there – who knows, maybe someone else has a better idea than me.

Second, it helps to build a level of respect for you. The reason for this is that those who work for you recognize a level of authenticity – or authentic leadership in action – and that, in turn, builds respect. For my money, there is nothing – and I mean nothing – that builds up a leader like being authentic. Yes, not everyone will agree with you. Yes, there will be people who judge you for your actions. Yes, there will be dissenters. And yes, there will be some who do not want anything to do with you at all.

However, there is an unmatched level of respect you earn with authenticity. There are numerous people who disagree with me (and even some who just do not like me personally), but at the end of the day, there is a level of respect given because I’m authentic. Authenticity in a world of people who are full of excuses, bad actors, and the disingenuous stands out.

Continuing the thought process, taking into consideration other ideas shows people that their ideas are valued, too. Moreover, and I’m not sure this is really understood – it also shows you are more direct in how you accomplish things. Why? Because others will have seen how you’ve led – doing things a specific way sometimes and bringing in other people, also. This doesn’t demonstrate a wishy-washy nature; rather, it shows you are direct and intentional – both when I need to get the job done a certain way and when I can include others.

Additionally, the trades – more so than many other occupations – present unique opportunities to work situational leadership out. While many other career paths place some level of importance on skill, the trades THRIVE and indeed LIVE on it. You cannot get the job done without tradesmen and women utilizing that skill. In fact, I’d argue that situational leadership has a two-fold benefit to the trades: bringing in others for their input (where you can) and utilizing others for their skill (for the completion of the job). As far as I can tell, this is in opposition to the single use of situational leadership in many white-collar careers: to draw out what’s best for those who work with/for you – oftentimes at the expense of the completion of the job when it’s used.

This distinction is due to the way people in the white-collar world approach leadership: as a way to draw out of others their best for them and not the job or task they are doing. Sure, IF doing the first brings about the second, that’s great – but it’s not absolutely necessary, or at least not the most important. Contrast that with the trades, and you will see situational leadership used (if indeed it actually is) most often for the most successful, most productive, and most direct outcome. IF people get the most out of this (and for the most part, I’d argue they do) then so be it – but it’s not a line in the sand.

 

Situational Leadership and Differences in Career Application

 

Black and white – that’s how different the trades and white-collar careers approach leadership

 

I didn’t think much of the difference between how it’s applied (nay, I didn’t even know there was a secondary way the style is used) until I was in my first master’s class for leadership. We had to examine a case study where a leader had four groups of people working for them, and those four groups mirrored life: the first was overachieving and tasked with more than the others – something they relished and never complained about. One group wanted only what was required – nothing more, nothing less. The remaining two groups, well, one was vocal about wanting a bit more responsibility and resources (NOT to the leader, mind you – only to the other groups), while the fourth could see the third group’s point but didn’t care to make waves.

For the most part, I did not (and still do not) think the leader was doing anything wrong. Were I to be in their shoes, I would dole out the responsibility in much the same way: the over-achieving group gets more than the others while the others get what they should be responsible for. If I felt any other group was capable of additional work, desired to prove themselves, or even needed to give someone else more work, I would. As it normally stands, though, I have a job to complete, and the first group has proven themself time and again to be reliable and willing to do what needs to be done.

You can read the whole case study in the previous leadership article, Leadership and The Task-Oriented Trades.

To my surprise, though, I was the only one who thought this way – the rest of the class occupied roles of a white-collar nature – desk jobs, office jobs, non-profits, etc. Their disposition seemed to be it was a leader’s job to drag out of others their leadership talents and bring them out – and, if I’m honest, that often took precedence over the completion of the job or task at hand. This not only seemed strange to me but also antithetical to my own leadership approach.

This has led me to not only write this article but also study the differences between white collar and blue, office and field, and whether there are some distinct and stark contrasts between leadership styles and approaches. For my part, I believe there are. And while it is not the intent of this article to shine a light too bright on this difference, I maintain it exists. I suspect that as this leadership series continues and expands – hopefully to include case studies, interviews, polls, etc. – this difference will be made more clear.

Situational leadership has broad applications, is used in both the white-collar and blue, office and field – it’s an extremely versatile style that has exponential gains when fueled by being authentic.

This leads me to my next and last point in this article…

 

Maximizing Situational Leadership by Being Authentic

 

Being authentic is light a light in the darkness

 

Having evaluated situational leadership, its benefits in the trades, and a quick comparison between white-collar and blue – I want to end this article by telling the reader how to maximize situational leadership. Two seemingly insignificant words describe THE most important thing someone can do:

BE AUTHENTIC.

In a world full of posers, liars, actors, and imposters, you WILL stand out if you are authentic. I guarantee it. There are numerous reasons for this, but I’ll touch on the one I think will serve you best to know. Strategist, speaker, and author Mark Breslin has his finger on the pulse of the skilled tradesman’s attitude and perspective. In his fantastic book “The Five Minute Foreman,” he writes,

 

” Construction guys have the most powerful B.S detectors in the world. They know when someone’s trying to get over on them.”

 

He is exactly right. If you have been around those in the trades, you intuitively know what he’s saying to be true. If you haven’t been around any, though, let me add a little to it. Those in the trades do not take lightly disingenuous or insincere people – and this is especially true for those in management and/or leaders.

 

Related: Read The Five Minute Foreman – Book Review

 

I’ve spent most of my time in the field and, increasingly in the last several years, have been in office environments, also. I’ve experienced the culture of each, and I can testify there is a difference in how they process people like that. In the office, they are more likely to give someone a pass. People don’t speak up and gloss over buzzwords that smack of insincerity.

That same scenario in the trades? There is always SOMEONE who will call out another WITH A QUICKNESS. Some profanity will likely be mixed in, too.

However, the opposite is also true: when someone is authentic – truly authentic – I’ve seen some of the most aggressive, rough around the edges, and unpleasant people around give that person a level of respect that ordinarily wouldn’t be possible. They may not agree with someone, but they can tell when they are being authentic – and that earns respect.

The reason I bring all this up is that if you truly want to make a difference, you’ll explore situational leadership as the leadership style that has the most for you – and your success is directly linked to how authentic you are. If you try to be situational in your approach but lack authenticity, those in the trades will know it. They can sniff out someone who is fake, someone who pretends, and someone who’s insincere.

This begs the question: what does it look like to be authentic?

THAT is an article all by itself, but there is one key takeaway that is applicable to everyone: It will cost you something.

To be authentic will cost you energy. It will cost you effort. It will cost you time. It may cost you money. It might cost you opportunities. It could cost you your pride. Whatever it may cost you, it WILL cost you something.

 

“At the end of the day people won’t remember what you said or did, they will remember how you made them feel.”

– Maya Angelou

 

This is applicable for EVERYONE – and that includes those in the trades, too. Attempting to be situational in your approach is only half the equation. If you lack authenticity, you will make those you are trying to lead feel as though you are full of it, they are not worth your time, and they will remember – and react – as such.

Put forth genuine effort, though, situational in your approach and fueled by authenticity, and you can change even the hardest of hearts. It may not be immediate, it could take a long time, and it might even be years in the making, but leading genuinely and situational in your approach and those you lead will feel valued. I guarantee it.

I’ll end this section with a personal anecdote.

I had an old coworker text me the other day (while I was writing this article, as a matter of fact) and ask me a safety-related question. It has been years since I’ve worked with him, but my time as a journeyman, foreman, and safety manager must have made an impression. After I answered, he replied:

 

“Thanks. I knew you were the one to ask. Hope you’re doing well.”

 

The reason he could text me and ask me something years later is because he knew I cared then – and still care now. If you truly want to be a leader, it WILL cost you something. Knowing you care is more important than what you know.

 

“People don’t care how much you know until they know how much you care”

― Theodore Roosevelt

 

Maximize a situational approach to leadership by being authentic and letting others know you care. It is THE best way for leadership in the trades.

 

Conclusion

 

 

Situational leadership is, I contend, the best leadership model to employ when dealing with the skilled trades. There are numerous variables that come into play – the nature of the work, the differing personalities, the task-oriented nature of the trades in general, schedules, personalities, and much more – and they lend themselves well to the situational approach. Coupled with authenticity, they are the dynamic duo for the aspiring leader.

Moreover, just like Mark Breslin tells us in The Five Minute Foreman, we expect leadership quality work from leaders in the trades but give them no formal training AT ALL. The industry has a lot of work to do here. From recruitment and retention to training and leadership, there is a lot to be desired.

Consequently, this is one of the reasons we advocate for contractors to be union. There are A LOT of benefits they get by being union – with training and leadership being a key one.

 

Related: Read 10 Benefits of Being a Union Contractor

 

Leadership is important and deserves far more intentionality than it’s been given in the past. Hopefully, you agree, will read and study the issue, and help change things. After all, it starts with YOU.

 

 

NOTE: This article is part 4 of a series on Leadership here at The Wealthy Ironworker

1. Leadership, Management, and The Skilled Trades
2. The 4 Indispensable Qualities of a Leader
3. Leadership and The Task-Oriented Trades
4. Situational Leadership and the Skilled Trades
5. Leadership and The Art of Intentionality
   1. Skills Developed From The Art of Intentionality
6. Leadership and Emotional Intelligence
   1. Skills Developed From Emotional Intelligence
7. Leadership and Humility
   1. Skills Developed From Humility
8. Leadership and Listening to Understand and Not to Respond
   1. Skills Developed From Listening to Understand and Not to Respond
9. Skills Developed Overall in the Leadership Process