How'd you do with your exercise? I hope you've gone back and looked again at your answers for Abdal Barbara Chang she and David. And if you haven't, you know the drill, turn off now, do the exercise. But if you have, let's go through those four case studies, just as we did with Ellie Frank Goren and hotel. So let's take a look at Abdo. And by the way, I wonder how many of these you actually changed.

Let's have a look. Abdulle. So, this is the second time in six weeks that Abdul has handed in his weekly progress report late and incomplete. For the last couple of years, his work has been excellent and always on time. So this suggests he has the ability, but something is going wrong with the execution which suggests that his attitude has dipped maybe it's morale issue, maybe something's going on. Maybe he's not happy about something.

But it sounds to me, like someone that you need to assist. Someone who has high levels of ability, therefore doesn't need a lot of instruction, but does need some support and guidance. For me the answer that most closely matches that description is answered Dee Dee says ask him why his performance has slipped and listen to his concerns. There's our supportive behavior, offer your support, more supportive behavior and monitor his performance. Notice there's nothing there about telling him what to do, because he knows what to do. He's highly able.

So for Abdo, I guess the answer D assist. Barbara says here that your team is working hard to complete an important report. Barbara has recently joined the team and was contributor sales analysis next Friday. She He is eager to learn, but has never done a sales analysis before. eager to learn great attitude, but has never done a sales analysis before. Low ability.

We know where she says she's in box one, isn't she? We need to instruct her. We need high levels of instructor behavior, but we don't need to support her very much. Just a gentle hand, the low support not no support. And for me, the answer that best exemplifies that instructing approach to everyday leadership is answer a introduce her to the team, of course, tell her the precise requirements and layout and check on her progress frequently. Check on her progress frequently is more about risk management than it is about support.

But it enables you to top up the instructions as you need to so I think a represents the best example struggling for Barbara. And it's therefore my choice of answer Cenci. You've asked Gentry to carry out a highly sensitive internal project. She's very capable, don't need to look into that in any more detail is sensitive to how her colleagues feel, and has led important projects successfully in the past. What do we need to know she's capable? Nothing to suggest there's any problems with her attitude.

We just need to entrust her with the task. We're looking for an answer with low levels of support and low levels of instruction. And for me, answer D gives us our best version of that. Tell her what the objectives of the project are, and ask her to keep you informed on progress. Not a lot of instruction there. Just clarity around what you want her to do.

And not a lot of support there. Just making sure that you cover the risk by getting the reports so Cenci answered the interest. And last, David, after a departmental reshuffle, David's performance has been declining. He clearly doesn't have the skills for his new job. And he's been upset by the change. upset by the change suggests his attitude is low, his confidence has waned, his enthusiasm and morale are down.

And he clearly doesn't have the skills for the new job. He might have been very capable in his old job, but his ability to do this job is low. And therefore we need to give him a fair amount of instruction. And plenty of support. We're looking for high instruction, high support persuading style of day to day leadership. And for me, answer D is our best response.

Highlight his performance. Ask him what the reason is, listen to his concerns. Those are our supportive behaviors. show him how to To create a plan, and periodically check on it, there's your high levels of instruction as well. So for me, we need to persuade David, an answer D. gets us closest to that. How did you do?

You've now done eight simple exercises. Now there's a couple of things I need to say. Firstly, if you've got one or two slightly different, and why answers, don't worry, because we're interpreting words, and I'm fully aware that even if you're a native English speaker, some of these words can mean different things to different people. And secondly, in the real world, you can know more about these characters than we do here. Consequently, you're not going to be going for one of four. But you're going to be varying your levels of support and instruction, according to your detailed understanding of the situation and the person.

But if you've got most of the answers, is the same as me, and those who didn't work pretty similar, then you've done very well. You're not yet a master everyday leadership though, because there's more to learn. And we'll start that in the next lecture.