Situational Leadership

Scenario:

You have been working in the same department as one of your colleagues for the last three years. You frequently seek her input because she is technically strong and always willing to help. Recently, she was assigned to lead an important client presentation. The preparation is going smoothly, and the client seems satisfied so far.

You notice that you now have some spare capacity at work. You also realize that although she has supported you many times, you rarely took the initiative to support her.

As a peer, you should:

Scenario:

You and another colleague have been working at the same designation in the Operations team for the last two years. Over this period, he has frequently shared best practices, helped you solve complex problems, and supported you during high-pressure deadlines.

Recently, he has been assigned responsibility for streamlining a critical internal process. The initiative is challenging, but early indicators show that the work is progressing well. Senior management has expressed cautious optimism.

You currently have some availability in your schedule and reflect on the fact that, although he has helped you many times, you have rarely taken initiative to support him.

As a peer, what should you do now?

Scenario:

You and one of your peers joined the organization around the same time and operate at the same professional level. Over the last two years, she has often acted as an informal mentor—reviewing your work, sharing insights, and helping you avoid mistakes. Because of her support, your own performance visibility has improved.

Recently, she led a high-impact initiative that was critical to senior leadership. The project succeeded. However, during a leadership review meeting, her manager highlighted the team's success without specifically acknowledging her contribution. You noticed this, but she did not react or raise the issue.

You are scheduled to attend a follow-up discussion with senior stakeholders next week. You are not responsible for evaluations, promotions, or formal recognition—but your voice is heard and respected.

At the same time, you realize that your growing credibility in the organization has been influenced significantly by her earlier support.

You should:

Scenario:

You are a senior, trusted professional in the organization. While you do not hold the highest title, your opinions significantly influence decisions, culture, and informal norms. Many younger employees observe how you act — even when you don't realize it.

A close peer of yours has consistently delivered strong results over the years and is currently leading a strategically important initiative. The project is under pressure to deliver faster outcomes due to aggressive business targets.

During a closed-door discussion, senior leadership suggests a "practical shortcut":

• It does not violate written policy directly,
• But it bypasses the spirit of ethical standards,
• And if normalized, it could become an accepted practice for future teams.

Your peer, responsible for delivery, looks uncomfortable but remains silent. The shortcut would almost guarantee success and visibility for both the project and leadership.

You are not personally accountable for the project, and speaking up may:

• Slow down delivery,
• Create friction with powerful stakeholders,
• Label you as "idealistic" or "not business-oriented."

However, staying silent may quietly redefine "what is acceptable" for the next generation.

You should:

Level-3 self-assessment is not about skill, style, or optics, but about who you become when your decisions quietly shape the future.