Coaching — high direction and high support for the disillusioned learner
When early enthusiasm dips but skill is still forming, combine clear guidance with active encouragement.
Why it works
The hardest phase is the dip after the honeymoon: skill is partial and motivation has fallen as the work turns out to be harder than expected. This person needs both continued direction (skill gap) and explicit support (confidence gap), which is why a one-lever response tends to fail here.
How to do it
- Keep giving direction, but also explain the reasoning so they’re building judgment.
- Name the dip openly — normalize that the hard middle is expected, not a sign they’re failing.
- Pair correction with genuine recognition of progress made.
Evidence
The competence-up/commitment-down "dip" is a recognizable pattern echoed in skill acquisition and motivation research, but the specific staged trajectory is the model’s narrative rather than a measured developmental curve. (anecdotal)
The "dip" is intuitively compelling and widely reported anecdotally but is not established as a reliable, measured stage everyone passes through.
Sources
- Blanchard, Leadership and the One Minute Manager (development-level dip narrative)
Common mistake
Pulling back support precisely when motivation dips because "they should know this by now" — abandoning people in the exact phase they most need both levers.
Practice this with IX Coach
7 days free, then $40/month (~$1.30/day).
More practices for Situational Leadership, Made Practical
- Assess readiness task by task, not person by person
Rate competence and commitment for the specific task in front of them, not the person overall.
- Directing — high direction for the eager novice
With someone new and keen but unskilled, give clear, specific instruction and tight structure.
- Supporting — step back on direction, stay high on support
For the capable-but-cautious performer, lighten the instructions and bolster their confidence.
- Delegating — hand over both direction and decision
With a skilled, committed performer, give the goal and the authority, then get out of the way.
- Build the flexibility to switch styles
The skill the model actually demands is style range — most leaders overuse one default.