Are You Wearing the Right Hat? Situational Leadership for First-Time Managers
One of the biggest lessons I’ve learned about managing people is that your team won’t always need the same thing from you.
In some cases, an employee might need you to listen while they get something off their chest. In other cases, they already know what to do and just need a little coaching to get there.
The tricky part? Knowing which version of you needs to show up!
And how you show up really matters. According to Gallup, managers account for 70 percent of the variance in team-level employee engagement. That’s a pretty big reminder that the way we manage people can have a huge impact on their experience at work (and therefore on the rest of their lives, too).
That’s where I find the hats framework really useful. It’s a simple way to think about situational leadership and the different roles we play as managers.
In this article, I explore how to read the situation in front of you, understand what your employee actually needs and choose the right leadership “hat” for the moment.
The listener hat: When someone needs to feel heard
When you become a manager for the first time, there can be a lot of pressure to feel like you need to have all the answers. But that’s not always the case!
Sometimes, the most useful thing you can do is simply listen.
Perhaps your employee just needs to talk through a frustrating situation or process what’s happening before they’re ready to think about what comes next. By putting on your listener hat, you can resist the urge to immediately offer advice and give them the space to tell you what’s really going on.
This feeling of being heard matters an awful lot. Gallup found that employees who say their manager is always willing to listen to work-related problems are 4.2 times as likely to strongly agree that they trust their organization’s leadership.
Listening doesn’t mean you can never move into problem-solving mode. It just means making sure that’s actually what your employee needs before you switch hats.
Action item:
The next time someone comes to you with a problem, don’t immediately try to fix it. Instead, ask: “Do you want me to listen, or would it be helpful to think through some options together?” Their answer will tell you which hat to reach for next.
The coach hat: When they can find the answer themselves
Gallup research shows that seven out of 10 leaders and managers see developing people as one of their primary leadership tasks.
An effective way to develop people is through coaching.
Coaching works particularly well when someone already has the skills and knowledge they need, but could use a little help looking at the situation differently. So, instead of telling them what to do, your role is to ask thoughtful questions that help them explore their options, work through roadblocks and decide what their next step should be.
These conversations can make a real difference, too. As Gallup reports:
Employees who strongly agree their organization encourages them to learn new skills are 47 percent less likely to be searching or watching for another job.
Employees who strongly agree they get valuable feedback about their performance from the people they work with are five times as likely to be engaged.
Remember, coaching doesn’t mean sitting down for a big formal conversation every time someone gets stuck. Sometimes, one great question is all it takes to help someone see something they couldn’t see before.
Action item
The next time you’re about to say, “Here’s what I think you should do,” stop and ask a question first. Try: “What options have you considered so far?” You might be surprised by how often your employee already has the answer.
The advisor hat: When your experience can help
There’s a time for asking great coaching questions, and there’s also a time when your employee simply needs some direction from you.
Maybe you’ve dealt with a similar situation before. Or maybe an employee is tackling something completely new and could genuinely benefit from hearing how you’d approach it.
The important thing here is to advise without automatically taking over. Your experience is a resource so, wherever relevant, give your employee room to consider your perspective and, when you share that perspective, be sure to apply it to their own situation. This’ll help them decide what makes sense for them.
Action item
Before jumping straight into advice, ask permission. Try: “Would it be helpful if I shared how I’ve approached something similar?”
It’s a small question, but it helps turn advice into a conversation rather than an instruction.
The clarifier hat: When expectations aren’t clear
If someone misses the mark on a project, your first instinct might be to coach them through it or question why they didn’t deliver.
Before you do that, ask yourself this question: Were we actually clear about what good looked like in the first place?
Recent data from Gallup found that just 49 percent of U.S. employees strongly agree that they know what’s expected of them at work.
As a manager, part of your job is making sure people understand what they’re responsible for, what the priorities are and what a successful outcome actually looks like. So, before assuming someone needs more coaching, advice or accountability, check whether they simply need more clarity from you first.
Action item
When delegating a task or discussing a goal, don’t assume you’re both picturing the same finish line.
Try asking: “Can we make sure we’re both clear on what success looks like here?” Then give your employee space to explain their understanding back to you.
The accountability hat: When expectations are clear but something isn’t happening
Less than half of leaders report that they are outstanding or exceptional at creating accountability. So, if holding people accountable feels like one of the trickier parts of being a new manager, you’re in pretty good company.
This hat comes into play when the expectations are clear and ample support has been provided, but when something still isn’t happening.
For many managers, these conversations can feel rather uncomfortable. And rather than confronting the situation, approach the conversation with curiosity. Clearly explain the expectation, for example. Or, describe the gap you’re seeing and give your employee the opportunity to explain what’s getting in the way.
From here, you can agree on what needs to happen next and, importantly, follow up on it (ensuring accountability!).
Action item
Don’t let a missed expectation linger because you’re worried about making things awkward. Stick to the facts and try: “We agreed on X, but I’m seeing Y. Can you help me understand what’s getting in the way?”
Get comfortable changing hats
Understanding exactly how to show up for your employees is not an innate skill, it’s a learned skill. But, the truth of the matter is, only 44 percent of managers across the globe report they’ve received management training.
If you’re a first-time manager who’s still figuring out how to handle all the different situations your team throws at you, I empathize with you. (This is hard stuff to learn when nobody is teaching you!)
That’s why I love frameworks like this one. Sure, “wearing multiple hats” sounds a little cheesy, but it’s a perfect reminder that helps us get better at recognizing what your employee needs from you.
So, the next time someone comes to you with a problem, give yourself a moment before responding and ask: “Which hat does this person need me to wear right now?”
To learn more about supporting your team through strengths-based, people-first leadership, explore our New Manager Training program today.
Frequently asked questions
Here are a few common questions about situational leadership and choosing the right approach for your team.
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Situational leadership is an approach that encourages managers to adapt how they lead based on the person, challenge and circumstances in front of them, rather than relying on one management style in every situation.
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The hats framework is a simple way to think about the different roles a manager may need to play. The five hats covered here are listener, coach, advisor, clarifier and accountability holder, with each serving a different employee need.
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Start by asking what your employee actually needs from you. Do they need space to talk, help finding their own solution, your expertise, clearer expectations or accountability? Asking a few questions before responding can help you choose the right approach.
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That’s completely normal. Most managers will find some hats more comfortable than others. The goal is to become aware of your default and recognize when another approach would better support the situation.
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Practice pausing before responding to employee challenges. Instead of immediately listening, coaching or offering advice out of habit, ask yourself, “Which hat does this person need me to wear right now?”