Leading Self-Reliant Achievers

Let’s further explore Ken Blanchard’s Situational Leadership II^™ model. This article discusses the most effective leadership practices for empowering Self-Reliant Achievers, employees who are in the fourth quadrant of developing competence and commitment for a new job or task. At this point employees are highly competent and highly committed to their new responsibilities.

Learners in the fourth quadrant have the skills to do their regular work well, the knowledge and confidence to overcome most variances and obstacles, and the commitment to doing quality work that serves the organization’s mission. Now, the leader’s main role is to delegate work, provide task-related support when the employee has a need, and maintain a supportive, appreciative relationship with the employee. Since these individuals have many employment options, when these individuals feel undervalued, it won’t take them long to find another job.  

Here are some of the ways highly effective leaders can support self-reliant achievers and avoid the negative impacts of high turnover.

• Clearly communicate your expectations and goals for the project and give the self-reliant achiever the autonomy to make decisions and execute tasks in their own way.
• Assign tasks that align with the self-reliant achiever's strengths and interests and provide resources or support when needed.
• Set up regular check-ins to track progress and provide feedback but avoid micromanaging or hovering over their work.
• Encourage the self-reliant achiever to take ownership of the project and feel a sense of pride in their accomplishments.
• Recognize and reward their achievements and contributions, whether that be through praise, public recognition, or other incentives.

Although Self-Reliant Achievers can generally accomplish their work without their leader’s help, it is important that supervisors don’t abandon these valuable employees. They still need enough leadership support to know they are valued by the organization.