A simple model with four quadrants illustrates these points: 

* Quadrant 1: When performance is strong and you demonstrate leadership, then you coach and advise people so that they can sustain their high achievements

* Quadrant 2: When performance is strong and you exercise management, then you enable people by listening to them and taking action to resolve the problems that are beyond their control 

* Quadrant 3: When performance is poor and you use your leadership, then you find ways to motivate and inspire people to raise their game and help them to see the part they can play

* Quadrant 4: When performance is poor and you take management action, then you spell out what people need to do, give instructions if necessary and are explicit about the consequences of underperforming 

Image credit: Entrepreneurial Mindset Network

Examples of what you might say in each quadrant

Q1 “ You are doing a great job - keep it up!”

Q2 “How can I help you overcome the problems you are having?”

Q3 “Our customers are counting on you to do this.”

Q4 “I need you to do this by Friday. Ask me if you are not clear.”

Questions to ask yourself

A What types of feedback do I need to give to the members of my team?

B What types of feedback do I need to ask my boss to give me?

Leadership AND management - it’s a balancing act which should not depend on your personal characteristics or your preferences. 

Of course everyone would prefer to be coaching high fliers rather than managing under performance but don’t shy away from operating in quadrant 4!  

The choice of whether you should ‘coach’, ‘enable’, ‘motivate’ or ‘instruct’ is dependent on what each person in your team needs to improve or sustain their performance.  

You will use each of the 4 quadrants at different times with the same person, maybe even flexing between the quadrants within just one conversation! ◼️