The Ken Blanchard Companies teach three skills. Diagnosis: judging where a person stands in development for one particular goal or task by asking five questions (what the goal or task is; the strength of the demonstrated task knowledge and skills; of the transferable skills; of motivation and interest; of confidence), development level being task-specific and never an overall rating. Flexibility: using all four styles comfortably. Partnering for performance: after teaching the model and identifying the business outcomes, leader and individual agree the goals (specific, measurable, motivating, attainable, relevant and trackable), agree the diagnosis of development level on each goal with the performance trend, agree the current and future leadership style, agree the leadership behaviours for each goal, and agree how and how often they will stay in touch. The model is done with people, not to them; when style and level stay matched over time, people come to direct and support themselves. The 1988 chapter's contracting for leadership style, run on manager and staff member forms of the same instrument, is the Situational Leadership counterpart.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.