6/21/14
This is a handy checklist to contemplate and refer to often in continually honing leadership skills and taking team-performance to the highest levels in any organization.
MASTER THE LEADERSHIP COMPETENCIES
******************************************
1. Work well with people whose background, culture, language, or work style is different than one's own
2. Seek out new insights about clients that represent sources of opportunity for Enterprise and value for them.
3. Help others identify proper course of action under uncertain conditions.
4. Create systems that enable all to be routinely considered for increased responsibilities
5. Ask questions to ensure 2-way understanding
6. Prioritize multiple expectations against strategic direction
7. Leverage an informal network of influential people to achieve goals
8. Create an organization in which all members take initiative to address shortcomings
9. Create an organization in which members have a well-grounded trust in each other's integrity, skills, motivation to achieve shared goals
10. Apply a broad and deep understanding of enterprise-wide capabilities to partner with clients in transforming their business
11. Generate new ideas not constrained by traditional thinking or procedures
12. Provide guidelines that emphasize the purpose and intent so people can take self-directed actions to adapt and achieve intended goals
13. Establish ways to routinely monitor clients, markets or technologies
14. Anticipate impact of actions on other parts of Enterprise
15. Make decisions with speed and urgency required
16. Express own opinion clearly and confidently
17. Translate complex problems into manageable actions
18. Communicate clearly and simply in complex situations enabling all to understand
19. Coach employees to step out of comfort zone to reach their highest potential
20. Provide breakthrough insights that challenge clients' current perceptions about their own business to increase their success
21. Inspire others through example
22. Ask questions and seek feedback to learn from others at all levels of the organization
23. Establish a system for routinely moving talent across the enterprise
24. Analyze own organization to identify impediments to trust
25. Promote healthy sense of urgency in achieving objectives
26. Shift group members from trying to achieve their ends, to assuming leadership responsibilities for accomplishing common good
27. Help others deal with ambiguity and to see it as an opportunity to change the way they do business
28. Provide timely performance feedback
29. Shield the team from structures or processes that interfere with performance
30. Collaborate with leaders across the enterprise to create innovative and sustainable cross-enterprise business solutions
31. Admit when lacking knowledge or answers
32. Create an enduring "can do" attitude within the organization
33. Ensure people know their contributions are valued
34. Take time to listen and appreciate other view points, even when they differ from one's own
35. Mentor and coach others across the organization
36. Communicate regularly with a range of constituents to gain an understanding of the big picture
37. Move talent to other parts of the organization for employees' or enterprise's growth
38. Establish strong relationships with key decision makers at multiple levels within the client's organization
39. Prioritize work demand by focusing on what is important
40. Build an organizational climate in which all have internalized collaboration as a norm of the way they do business
41. Set standards that challenge employees to deliver high performance
42. Transform organizational culture to one of optimism in the fae of great adversity and challenge
43. Monitor tone and demeanor to reflect the message being communicated
44. Acts as the client's advocate within Enterprise
45. Establish an organizational norm that encourages members to take right risks in service of growing the Enterprise
46. Create an environment of openness to new ideas and approaches
47. Identify causes and/or relationships not immediately evident to others
48. Demonstrate a curiosity about other cultures and disciplines
49. Follow through on commitments from beginning to end
50. Create learning organizations that continuously transform themselves
51. Appreciate - What are the employees' greatest strengths ?
52. Assess - what are specific areas where an employee needs to improve and how could these changes make the employee a more effective leader ?
AVOID DERAILMENT FACTORS FOR LEADERS - BE SELF AWARE
************************************************************
1. Is unaware of how his or her behavior impacts others.
2. Does not demonstrate accurate understanding of his or her strengths & weaknesses
3. Gets defensive when he or she receives feedback from others
4. Overreacts to disappointments or setbacks
5. Is emotionally volatile and unpredictable
6. Is slow to recover from an emotional upset.
7. Has difficulty remaining calm and confident under pressure
8. Lacks empathy for other people's thoughts and actions
9. Has difficulty reading non-explicit communication eg. non-verbal cues
10. Deos not demonstrate care and concern when people bring problems to his or her attention
11. Is overly demanding and insensitive to others' needs and workloads
12. Tends to use an intimidating/bullying style
13. Escalates conflicts rather than working to reach a resolution
14. Has difficulty building consensus to reach decisions
15. Cooperates with others only when forced to
16. Lacks broad and trustworthy relationships with others outside of his or her immediate organization
17. Does not take a stand on controversial or unpopular business issues
18. Does not take responsibility for his or her actions
19. Is overlay reliant on the sponsorship of powerful others; not seen as independent
20. Has difficulty adapting to change
21. Is not open to learning from his or her mistakes
22. Does not demonstrate an appreciation for differences when working in a multicultural environment
23. Betrays trust
24. Says one thing and does another
25. Does not follow through on commitments
26. Does not take care of important details
27. Does not admit his mistakes
28. Does not think strategically or broadly; overly focused on details & tactics
29. Is ineffective in leveraging others' strengths
Dr DP
This is a handy checklist to contemplate and refer to often in continually honing leadership skills and taking team-performance to the highest levels in any organization.
MASTER THE LEADERSHIP COMPETENCIES
******************************************
1. Work well with people whose background, culture, language, or work style is different than one's own
2. Seek out new insights about clients that represent sources of opportunity for Enterprise and value for them.
3. Help others identify proper course of action under uncertain conditions.
4. Create systems that enable all to be routinely considered for increased responsibilities
5. Ask questions to ensure 2-way understanding
6. Prioritize multiple expectations against strategic direction
7. Leverage an informal network of influential people to achieve goals
8. Create an organization in which all members take initiative to address shortcomings
9. Create an organization in which members have a well-grounded trust in each other's integrity, skills, motivation to achieve shared goals
10. Apply a broad and deep understanding of enterprise-wide capabilities to partner with clients in transforming their business
11. Generate new ideas not constrained by traditional thinking or procedures
12. Provide guidelines that emphasize the purpose and intent so people can take self-directed actions to adapt and achieve intended goals
13. Establish ways to routinely monitor clients, markets or technologies
14. Anticipate impact of actions on other parts of Enterprise
15. Make decisions with speed and urgency required
16. Express own opinion clearly and confidently
17. Translate complex problems into manageable actions
18. Communicate clearly and simply in complex situations enabling all to understand
19. Coach employees to step out of comfort zone to reach their highest potential
20. Provide breakthrough insights that challenge clients' current perceptions about their own business to increase their success
21. Inspire others through example
22. Ask questions and seek feedback to learn from others at all levels of the organization
23. Establish a system for routinely moving talent across the enterprise
24. Analyze own organization to identify impediments to trust
25. Promote healthy sense of urgency in achieving objectives
26. Shift group members from trying to achieve their ends, to assuming leadership responsibilities for accomplishing common good
27. Help others deal with ambiguity and to see it as an opportunity to change the way they do business
28. Provide timely performance feedback
29. Shield the team from structures or processes that interfere with performance
30. Collaborate with leaders across the enterprise to create innovative and sustainable cross-enterprise business solutions
31. Admit when lacking knowledge or answers
32. Create an enduring "can do" attitude within the organization
33. Ensure people know their contributions are valued
34. Take time to listen and appreciate other view points, even when they differ from one's own
35. Mentor and coach others across the organization
36. Communicate regularly with a range of constituents to gain an understanding of the big picture
37. Move talent to other parts of the organization for employees' or enterprise's growth
38. Establish strong relationships with key decision makers at multiple levels within the client's organization
39. Prioritize work demand by focusing on what is important
40. Build an organizational climate in which all have internalized collaboration as a norm of the way they do business
41. Set standards that challenge employees to deliver high performance
42. Transform organizational culture to one of optimism in the fae of great adversity and challenge
43. Monitor tone and demeanor to reflect the message being communicated
44. Acts as the client's advocate within Enterprise
45. Establish an organizational norm that encourages members to take right risks in service of growing the Enterprise
46. Create an environment of openness to new ideas and approaches
47. Identify causes and/or relationships not immediately evident to others
48. Demonstrate a curiosity about other cultures and disciplines
49. Follow through on commitments from beginning to end
50. Create learning organizations that continuously transform themselves
51. Appreciate - What are the employees' greatest strengths ?
52. Assess - what are specific areas where an employee needs to improve and how could these changes make the employee a more effective leader ?
AVOID DERAILMENT FACTORS FOR LEADERS - BE SELF AWARE
************************************************************
1. Is unaware of how his or her behavior impacts others.
2. Does not demonstrate accurate understanding of his or her strengths & weaknesses
3. Gets defensive when he or she receives feedback from others
4. Overreacts to disappointments or setbacks
5. Is emotionally volatile and unpredictable
6. Is slow to recover from an emotional upset.
7. Has difficulty remaining calm and confident under pressure
8. Lacks empathy for other people's thoughts and actions
9. Has difficulty reading non-explicit communication eg. non-verbal cues
10. Deos not demonstrate care and concern when people bring problems to his or her attention
11. Is overly demanding and insensitive to others' needs and workloads
12. Tends to use an intimidating/bullying style
13. Escalates conflicts rather than working to reach a resolution
14. Has difficulty building consensus to reach decisions
15. Cooperates with others only when forced to
16. Lacks broad and trustworthy relationships with others outside of his or her immediate organization
17. Does not take a stand on controversial or unpopular business issues
18. Does not take responsibility for his or her actions
19. Is overlay reliant on the sponsorship of powerful others; not seen as independent
20. Has difficulty adapting to change
21. Is not open to learning from his or her mistakes
22. Does not demonstrate an appreciation for differences when working in a multicultural environment
23. Betrays trust
24. Says one thing and does another
25. Does not follow through on commitments
26. Does not take care of important details
27. Does not admit his mistakes
28. Does not think strategically or broadly; overly focused on details & tactics
29. Is ineffective in leveraging others' strengths
Dr DP
