Imagine that you are in each of the 12 managerial situations described in bold below. For each one, we will suggest 4 management positions, and ask you to choose from among the 4 proposed management responses

the one you would adopt if you were faced with the situation described (circle the one that would be closest to your managerial behaviour if you had to manage a similar professional situation)

Based on the Hersey-Blanchard model, taken from Mickaël Hoffmann-Hervé's book "Développez votre stratégie d'influence" (Develop your influence strategy) published by Ellipses.

Description of 12 scenarios

1. Your employees have not been responsive to your attempts to make them accountable and to your positive decisions about their working conditions, quality and timeliness are in free fall and they don't seem to mind.

a) For each of them, you specify their area of responsibility, the appropriate objectives and the deadlines. You ask them firmly to respect them and obtain their formal agreement.

b) To restore the situation, you bring your staff together, recognise the abilities and quality of the group and appeal to their team spirit.

c) You carry out a detailed analysis of their results in small groups of employees. After analysis and discussion, you set realistic objectives and deadlines.

d) You do not intervene directly on the subject. During an informal meeting, you make the following remark: "If things continue as they are, we will soon have to forget about the end-of-year bonuses.

2. The team's results are improving. Everyone in your team seems to be aware of the goals and results they have to achieve and you want to make sure that this development will continue in the long term.

a) For each of them, you organise progress reviews in small groups to congratulate them on the improved results and to ensure that they are motivated to reach their objectives.

b) You tell yourself that you have no reason to intervene and you invest your time in a creative search for new areas of profitability which you communicate internally.

c) At a meeting, you declare your satisfaction at being in charge of such a good team and your certainty that everyone will continue to be committed to the success of the department.

d) You point out to everyone the progress made by the group. You firmly remind everyone of the road ahead and the importance of the deadlines to be met by all.

3. Your team is having difficulty solving a problem in its field of expertise. On the other hand, team performance and interpersonal relations are excellent.

a) You propose and then organise a problem-solving meeting which you facilitate, ensuring that it remains focused on the difficulties encountered by your team.

b) Overall, you find that "it works quite well". However, in informal discussions, you suggest different directions for the difficulties encountered.

c) You take the necessary corrective measures and give new instructions which your staff agrees to implement immediately.

d) You value the good spirit of your team and encourage them to work together.  You tell them that you are at their disposal for any intervention on your part if they consider it useful.

4. A new procedure is to be implemented in your department. The atmosphere in the team and the results of your employees are very satisfactory. In addition, they accept and fully understand the benefits of the change.

a) You organise a consultation meeting to maintain this good climate and positively stimulate the initiative of each of your employees on the subject in order to gather their ideas.

b) You emphasise the importance of this change and announce that you will carefully monitor its implementation and follow-up.

c) You express your full confidence in them, ask them to collectively determine their own solutions and propose them to you. You focus on the implications of this procedural change for the future organisation of the service.

d) In small group discussions, you ask your staff to share their analyses with you in order to reflect on the implications of this change in procedure.

5. Your team's motivation has been declining for several weeks. The group members are losing interest in the collective objectives. You have to keep reminding them to meet deadlines. In the past, redefining functions and collective objectives has improved this type of situation.

a) You say to your team: "I saw the competition yesterday", they said: "Good thing we have you now! Then you ask them to organise an action plan to square up the results.

b) You meet with your employees in pairs to redefine their functions with them, and then, during a working meeting, you draw up a scorecard with the team to monitor objectives.

c) You call your employees together one by one to clear their areas of responsibility and their objectives. You monitor their implementation individually each week.

d) You share your concern about the situation with your team. Then you involve them in a joint definition of objectives and functions to rekindle their motivation.

6. You are appointed to manage a work unit that was previously run very efficiently but too authoritarian for your liking. While maintaining the level of productivity, you seek to make the working relationships within the team more flexible.

a) You recognise the qualities of each individual and what he or she brings to the group and organise a "team building" seminar to ensure that the group feels cohesive and that everyone has a place in it.

b) Until you have a good understanding of the organisational structure of the team, you insist on the importance of continuity of collective action to maintain the level of productivity.

c) You adapt your interventions creatively according to the reactions of everyone to your new appointment.

d) You involve your staff in decisions concerning them and then develop, with the group, a management procedure for monitoring results concerning the objectives to be achieved.

7. You are considering major changes in the structure of your team. Some members of the group have already made positive suggestions about these changes. In addition, they have so far demonstrated good skills in adapting to change.

a) You record the suggestions made and define to each of them the changes in function envisaged. You announce that you will rigorously supervise their implementation.

b) After ensuring that the whole group agrees to the changes, you encourage the group to organise their implementation and support the team's cohesion.

c) You take into account, objectively, the concrete proposals that are and will be suggested to you while ensuring the technical coherence of the implementation of the change actions.

d) You ask the team to organise project meetings on their own on these forthcoming changes and participate regularly by contributing all your ideas on the subject.

8. Technical performance, team spirit, and interpersonal relations are very good. You have to prepare for a forthcoming restructuring due to a future merger.

a) You initiate the team's work by explaining the purpose of the project and then let them work on the impacts. You imagine, on your side, the future organisation to be put in place. You take every opportunity to monitor their work and stimulate the group with proactive and innovative ideas.

b) You bring your team together and, having congratulated them on their performance and their sense of teamwork, you create working groups on the project for the new post-merger organisation.

c) You give the necessary instructions for the implementation of a new organisation of the structure that you consider to be the most efficient once the merger is completed.

d) At a specific meeting, you propose that they collectively consider this change as a source of opportunities and organise a seminar with them to prepare for this change.

9. Your manager has asked you and your team to lead a group project that is to make proposals for improvements in production methods. The group is not clear on its objectives, and absenteeism at meetings is high.

a) You serve coffee to the group and tell them that if everyone is not interested in the project, we might as well have a good time together before the disaster! Then you describe the situation and ask them to get serious about it.

b) You provide each member of the project group with a detailed description of their role and objectives and then formally bring them together on the subject to initiate a new and more efficient working procedure.

c) You firmly call the project group to order and give each member their objectives and precise deadlines. You tell them that they will be checked systematically every week individually by yourself.

d) In preparation for the next meeting on the subject, you take advantage of informal meetings with everyone to express your concern and appeal to their team spirit to get the project back on track.

10. You are usually mature and responsible yet employees do not adhere to your recent redefinitions of duties.

a) You tell them that you understand their concern about the recent redefinition of functions and you involve them progressively in their implementation so that everyone feels comfortable with it.

b) You reaffirm your position on the need to redefine functions in the light of the context, give clear instructions and ask them for a commitment to implementation.

c) You tell them that last week you had top-notch staff who could handle any change imaginable and that you no longer recognise them.

d) You explain to them, in detail, the need for these changes. You get everyone on board once they have understood and ensure that the implementation is respected.

11. You have just been appointed to head a new department. Your predecessor had little involvement with his team. You feel that the group is functioning well, that the results are good and that relations between them are excellent.

a) In order to "take charge" of this new team, you decide on new procedures needed to implement your own working methods. b) You decide to meet them regularly and involve them in possible developments and decisions for improvement, solicit their creativity and recognise the good initiatives that arise from this.

b) You analyse with everyone how well they are performing, and then consider in detail whether it would be useful to adopt new working methods if necessary. d) There is no reason to change anything at the moment. You continue to let the group work by itself. Occasionally, you share your ideas for improvement.

12. Recent observations show you that there are difficulties in your team. The group has a proven track record of solving problems while maintaining a good level of productivity.

a) You talk to each of your staff to identify the difficulties and then form three working groups to consider possible solutions and choose the most effective one.

b) This is an opportunity for you to observe how the team will handle the situation and be creative. You "keep an eye on things" but let them find their own solutions.

c) You quickly take the necessary steps to restore the situation. You give new instructions and ask each member of the group to follow them to the letter.

d) You let them know that you are aware of their difficulties and that you are available to help them while reminding them that in the past they have always managed to find innovative solutions using their team spirit.


Here is an illustration of the summary table to be completed later:

Instructions for use

PART 1 - assess your presence in the four management styles (table on the left) - circle the letter corresponding to the managerial posture you have chosen for each situation

  • Total the choices in each column and write the totals in the boxes provided.
  • In which management mode (columns 1, 2, 3 or 4) do you have the most choices?

o Column 1: number of choices in Direct management mode.

o Column 2: number of choices in Informative/Persuasive management mode.

o Column 3: number of choices in Participatory mode.

o Column 4: number of choices in delegated mode.

If you have more than 4 to 5 answers in one of the four management modes, it is a priori your preferred management mode.

  • Which one are you least involved in (the mode of management you are currently least involved in)?

PART 2 - assess your level of adaptation (table on the right)

  1. Circle again the letter corresponding to the managerial posture you have chosen for each situation
  2. In the Total row, add up the number of choices you have in each of the four columns / for each of the coefficients
  3. 3. Finally, calculate your level of adaptation, your adaptability score, as shown below:

X-2: Multiply the sum of column "X-2" by - 2 = _______

X-1: Multiply the sum of column "X-1" by - 1 = _______

X+1: Multiply the sum of column "X+1" by +1 = _______

X+2: Multiply the sum of column "X+2" by +2 = _______

TOTAL = _______

Explanation of the coefficients indicated in the columns :

  • The coefficient X + 2 indicates the answers that were expected by the exercise. o 1, 5 and 9, expected a managerial answer of Direct mode.

o 2, 6 and 10: expected managerial response of Informative/ Persuasive mode. o 3, 7 and 11: expected managerial response of Participative mode.

o 4, 8 and 12: expected managerial response in delegating mode.

  • The coefficient X + 1 indicates the posture close to the expected posture, a little more "flexible".
  • The coefficient X - 1 indicates a posture that is far from the expected one.
  • The coefficient X - 2 corresponds to the posture that is the opposite of the expected posture.

4. Your score should be between -24 and +24. What do you understand from your score?

PART 3 - developing your agility

  • Go through each situation again. Now that you know the expected posture, do you understand the reasons and benefits?
  • Take recent situations, and assess against this sheet what would have been the most appropriate posture.


Column  #
Total = No. of times circled
Adaptability score =________  (= sum of subtotals)