Constant change requires leaders to excel in the basics

10 skills at the heart of every leader’s arsenal.

“Topic 3 – Creative Delegation Techniques”

written by Wayne Brown

Hello again, and welcome to our series called Constant change requires leaders to excel in the basics – and you’ve already reached topic 3 – Creative Delegation Techniques.

We now have 2 big topics behind us “Understanding your place in the team and Motivating your future team. But I’m very happy to say that we are still just getting started, and today’s discussion is equally important and challenging…

In this 3 pack – video, podcast, and associated blog, we’re going to break down our delegation process under 3 broad questions – WHY delegate, WHAT to delegate and HOW to delegate.

With the first question, “WHY delegate,” – we’ll identify that there can be multiple reasons but explore 3 which are key;

  • The first is to enable us to address stakeholders’ expectations. As discussed in Topic 1, we have numerous Stakeholders with far too many expectations, which we almost certainly, don’t have the capacity or perhaps even the necessary skills to cope with. 
  • Secondly, we have potentially 4 generations and considerable diversity in our workforce today whom we need to motivate and cultivate. 

We spoke about the need and ways of motivating from a neuro-science perspective in Topic 2. We also realize that many of our team are experts in their field and capable of working under pressure and coming up with practical new ideas, leading to positive outcomes.

  • And finally, we simply need time to give adequate attention to doing our job as a leader. To work on those critical tasks such as strategic planning, growth, managing the business, reporting, and team/s, to name just a few areas.

Suppose you recall the conversation about work-life balance from Topic 1. In that case, you will remember that we need to find a long-term solution to managing our workload rather than coping with everything as this isn’t sustainable. 

When adopting the wrong approach, we eventually give inadequate focus, time, and effort to all 3 mentioned areas and thereby fail to reach a successful result more often than not.

So, this covers our question on “WHY delegate.” Next, we turn our attention to the question of “WHAT to delegate.”

This second question starts with the realization that we can’t and shouldn’t delegate everything just for the sake of it. 

Hence, before delegating we need to make a conscious decision about:

  • the skill and willingness of the employee to take on the task,
  • the complexity and urgency of the task,
  • the amount of support we will need or be willing to provide,
  • there’s even the need to avoid delegating some tasks,

So, the leader really must be aware of and consider these questions fully from the outset.

And to assist us with this we introduce two models which come with simple tools as support.

And to assist us with this, we introduce two models which come with simple tools as support. 

The first is from the 34th American president. A gift to business called the Eisenhower matrix, and the second is the skill/will matrix from Blanchard and Hersey.

Before moving onto these areas or tools, we need to first explore a little on the reasons behind some managers’ reluctance to delegate. 

A number of these reasons may sound trivial, or perhaps a few will even sound familiar, but most are common among managers.

Here are 10 limiting statements which we have heard and even seen being played out by various managers – you notice we don’t use the term Leader in this discussion. 

Aside from the fact that we should already be clear that you don’t have sufficient time to do everything – and even in the situation where you work long hours, we know that it’s not sustainable. 

And in all instances, there are actions you can take to alleviate your concerns. 

As usual, you will find links throughout our blog to additional material, which will help deepen your learnings where needed. 

However, if you still need more convincing, please refer back to the beginning of this topic and review 3 key reasons WHY we delegate.

  • With that clarity, let’s examine the Eisenhower matrix – we use it to help us group our tasks before selecting which ones to delegate. 

Typically, we agree that Quadrant 1 tasks are for the leader or manager to handle due to the urgency and importance. 

These pressing tasks often preclude you from having an employee do it UNLESS the employee is already an expert in this area. 

However, it may be a good idea with non-confidential or sensitive tasks to have a team member work on the job with you as a means of developing their skills for the longer term.

  • From the Eisenhower matrix and your groupings, the best area to select tasks for delegation comes out of Quadrant 3. Besides, it will also be useful to choose from Quadrant 2 for specific items.

If you’re unsure how to use this tool, check out the link provided here to a great site, which steps you through the process. 

And we’ll outline under the final category in this topic, “How to delegate” – what to do with this list and how to distribute the chosen tasks among your team. 

Please be aware that there are sometimes where we agree that it’s not appropriate to delegate. The following tasks are examples where we would normally not delegate and are typically leadership and management tasks: 

• Employee evaluation meetings  

•  Strategic planning

•  Team development

•  Final decisions

•  Personnel selection

•  Tasks that have been delegated to you explicitly 

Not surprisingly, you will find most of these tasks in Quadrant 1 or perhaps Quadrant 2. And of course, as mentioned before, it does not mean that you can’t include some of your employees here to assist you and learn from you in the process for future support.

A manager needs to consider one further critical question: the level of support, focus, or control that the task and a team member would require. 

For the task, we should consider the;

  • complexity, urgency, and consequences if it is delayed or not completed correctly. 
  • And for the employee, we need to consider their qualification for the task and motivation to accept the assignment. 

We’ll now introduce our second model to help us address some of these concerns.

Starting with the model called the Skill / Will matrix.

The matrix can be used to assess your employee’s skill and willingness to perform a specific task or project. 

Based on that assessment, you can choose how to best manage the employee towards success. Note that an employee is seldom in one quadrant all the time but is likely to fall into one or more quadrants depending on the task.

Some of the supporting questions you might ask in parallel with your assessment are;

  • Does the employee have the necessary time and resources available? 
  • Does the employee have the essential professional qualifications to be able to successfully accomplish the task? 
  • Does the employee have the required overarching competencies? 
  • Would this task entail an increase in the capability and personal development of the employee? 
  • Does the job to be delegated accord with the employee’s motivation? 
  • How will the team / other departments react if the employee takes on the task? 
  • Will it be seen as fair if the employee is awarded this task? 

We’ve reached the final category, “HOW to delegate,” and until now, we have given you a lot of material, but not really anything new or creative. So that’s about to change!

Let’s first do a pulse check to ensure you’re clear about the tasks you have selected for delegation – if not, these should be sitting in the Eisenhower matrix you prepared. 

Also, you have considered the level of support, focus, and control needed for each task, plus determined with the aid of the skill/will matrix and your earlier work using the SCARF model which employees to delegate to which task.

If you are good with all of these, we’re now ready to go back to your Eisenhower model. Next to the quadrants, if you have not already done so, make a list of all your employees. Beside each of their names and at the top of any delegated tasks, write the words “Activity of Choice  TBC.” 

For the next step – send your team a group communication and invite them to join a meeting – at a date and time of your choosing, provided it’s not too far off. 

As part of the communication, you explain that this meeting will become a regular weekly or bi-weekly event. For the first meeting, each person should prepare at least one work-related activity they would be really passionate about and love to work on – they have the freedom to decide what it is. Still, they need to introduce the topic at the meeting, and it will be voted on and agreed upon by the group.

To open the meeting, you introduce the concept and purpose of this and future meetings. You advise that each team member will be allowed to develop their skills through various tasks or projects that you will be assigned to them. Also, they have their “Activity of Choice” – provided it makes the cut.

Moving forward at these future meetings, each team member will discuss the projects they are working on, the current status, and the next actions. 

By doing this, everyone in the team becomes aware of each-others work and will be required to discuss or contribute ideas to those projects.

Once each new “Activity of choice” is agreed on by the group, the project leader will have the time and resources allocated (after final approval with you, of course).

During that first meeting, you will ask each person to write their desired activity on the whiteboard and briefly introduce it to the group. 

As a group, you discuss the idea, the likely resources, and the time allocation needed? What value might it bring to the group and the business overall? If any other group member has a similar interest and would prefer to forgo their project to work on one of the others, they can do so. 

By the end of this first meeting, there should be a decision about who is working on what activity or project.  

Following this meeting, you meet with each person to detail the activities/projects / or tasks, and we’ll cover that process in our next topic – “SMART rules and reward goals.” 

For all future meetings, one final step – at the beginning of each meeting and before moving into the activity reviews, you have a compulsory “check-in” session where all team members share stories about what they did during the last weekend? 

This takes the degree of team connectedness to the next level and softens the relationships from being “all business, all the time.”

Do you recall our 3 whys for delegating – sharing the workload to satisfy your stakeholders, providing opportunities for team development and growth, plus freeing you up to focus on the tasks you need to do as a leader! 

In addition to achieving these goals, can you envisage the power of what you have unlocked through this final step in the process?

By allowing each generation to work on something they are passionate about, rather than only working on those activities delegated to them, you empower your people and create a sense of contribution, perhaps even unlocking untapped potential. 

By keeping the activities visible to the whole group, you ensure transparency, accountability, and engagement, even a sharing of learnings. This, in turn, should minimize conflict or, at worst, bring issues to the surface quickly so they can be openly discussed and resolved. 

So, who would have thought that this simple act of delegation could bring so many real team benefits?

Well, were making great progress. Hopefully, as we conclude each topic, you find an opportunity to practice what has been discussed. 

You should already start to see some fairly dramatic changes in your teams’ engagement and performance if you have been.

Our next video introduces us to the Virtual Gaming world as we tap into the secrets behind its popularity and apply this to our more traditional approach of managing by objectives. 

The title is “SMART rules and reward goals” – as always, we are looking forward to having you join us. Bye for now.

Excel in the basics: Running with Your Game Plan

Topic 10 from the “Constant change requires leaders to excel in the basics” series – Running with your game plan

transcript written by Wayne Brown

We’ve reached the end…

Welcome to this very special, final edition of our “Leadership Basics series”. It’s been a labor of love during these past months where we achieved (more or less) our goal of releasing a new episode every 2 weeks.

As an outcome, this program has now been running for the past 5-6 months with this the eleventh video, podcast and blog.

Please download your free Game Plan blueprint …

A mere drop in the ocean when compared with my own career spans more than 40 years, with more than half of it in a managerial or leadership capacity with multi-national, fortune 500 companies.

In parallel, I’ve started a number of businesses, the first, an electrical contracting business, registered way back in 1983 and then in 1999 I founded my first limited liability company.

And throughout this entire period I’m pleased to say that I’ve never stopped learning, developing my skills and honing my knowledge into tactics.

And a new beginning… (my own Game Plan)

Those that are following this channel or our podcast and blog, will possibly now that in the last 12 month I’ve intensified my studies, with the aim of modernizing my knowledge and skills sets in preparation for our latest venture, the registering of a new company and venture in July this year called “Skills 4 Executives”.

Our purpose is to directly address the needs for elite talent development with-in the elevator-escalator tribe but by ensuring we target specific requirements of the industry not purely generic leadership.

We plan to do this through the aid of our vast global network and an array of acclaimed experts.

Let’s have a quick look at our Skills 4 Executives (S4E) company structure;

Communications via “A Mentors Couch”…

Staring with the communications arm called amentorscouch.com which we launched approx. 9 months ago around the end of Dec 2018.

  • With-in this arm, we will continue to host our Coaches Blog, the podcast show called couchTALK and this video channel called Mentors Rant. And additionally, in the coming months we’ll be commencing a bi-monthly webinar show together with quarterly newsletters.
  • And the big news, we’re targeting by middle of 2020 to release our first eBook. More on that in the period ahead.

Aside from this communications arm, Skills 4 Executives has three core areas of focus.

Coaching via “Coaching 4 Companies” …

At the heart of everything is Coaching. In the future you will find that we launch various services through “coaching4companies.com”, where we work with corporate executives and executive teams primarily from with-in our elevator-escalator global tribe.

  • This is available via face to face or with virtually interactions and offer those being coached exposure to industry and non-industry legends as well as being supported by a huge range of quality techniques, tools and templates.

One executive group to receive special attention are those nominated by their company as “Elite Talents”. These talents are our tribe’s future leaders and require grooming to thrive in this dynamic, converging world.

As such, we are building a unique, industry specific, two Level “Elite Talents Program”. At the programs core is a fully automated, multi layered, computer-based Leadership simulation.

This will test participants ability to steer their way through real life day on day scenarios with the challenge of not only running the business but being successful in growing it in a sustainable and profitable manner.

Facilitation via “Facilitation 4 Companies” …

Supporting this will be a 2-year part time, 12 module blended program which shall be offered through 3 day bi-monthly face to face workshops via “facilitation4companies.com”.

  • Whilst these workshops offer participants the most comprehensive and fully experiential journey through hands on practice, discussions and networking opportunities, we realize that not everyone has the luxury of attending such a demanding program.

Online Self-study via “Education 4 Companies” …

Therefore, we are also preparing a modified version of the program via our online self-education platform called “education4companies.com”.

As mentioned already, scaling globally face to face will be possible through a large and diversified network of experts – all with corporate leadership backgrounds and many coming with a strong emphasis in education and development.

Overall I’m sure you can sense that I’m hugely excited about the venture as it’s one which brings with it the potential to re-shape our industry’s approach to Leadership development.

And now it’s your turn …

running with your game plan

So, there you have my GAME PLAN in a nutshell – Skills 4 Executives Limited. It continues to be a work-in-progress and pleasingly is evolving at pace.

My first goal is simple – “to move one step closer every single day to realizing the release of this industry specific Elite Talents development program”. And the great thing is that once this is goal is achieved, we will be able to fully focus on preparations for our first industry Mastermind in late 2020.

It’s now time to bring together all of the elements to help finalize your arsenal of basic skills, which we’ve covered in the past 10 episodes. And in the process, to create clarity for you so that it’s simple to understand and to apply.

If you can recall all the way back in the very first of those episodes, we outlined our reasoning for putting this series together.

We wanted to ensure that our tribal executives had the basics locked in place as a standard part of their daily practice so that they are able to free their minds and focus on the bigger picture; those changes coming around the corner in the not too distant future.

Our belief is that with-in the next 3-5 years, as a result of the unprecedented technology convergence, our industry along with most other industries will be turned on it’s head.

This will then require flexibility, agility and new skills. But that doesn’t mean total disbandment of our core principles and work ethics, nor do we stop engaging with and satisfying stakeholders, or building strong teams that can address even more complex challenges.

It simply means that these must be locked in as a solid part of your leadership package. And therefore, that you are ready and able to accommodate whatever the new world throws at you.

For the remainder of this episode we will give you a blueprint, to simplify those key learnings which need to be adopted and implemented. So here we go….

Running with Your Game Plan

Our stakeholders …

If you visit our site www.amentorscouch.com and the blog called “Running with your game plan” you will find near the top the Game Plan Blueprint, we’ve compiled for you.

Our suggestion is that you download and print it so that you can follow through and take notes as we help build your game plan together.

Do you recall our 9 stakeholder groups? And how we dissected these between internal and external, as well as those we placed in our inner and outer circle of influence and finally deciding whether they were deemed a supporter or detractor?

Step 1: You will find this as the first activity in the downloaded document. Having this stakeholder information sorted enables you to look at how you want to engage in the future with each major stakeholder – be they an “Influencer” or otherwise.

Please note here that even if you did this exercise some 5-6 months back, we would suggest now is a great time to review and update the results where necessary. It s a dynamic group and requires regular review and reflection.

Broadly speaking we would start with the Inner/Outer Circle as step 1. List all the stakeholders you can identify and then plot them into their respective quadrant – noting your relationship with them and their interest in your operations. 

From here you can ask yourself the question – “Are all Influencers sitting in your inner circle and do you have any real detractors?”

One critical stakeholder – “OUR TEAM” …

Step 2. Based on your assessment, utilise our template and plan out your engagement strategy for all those you consider critical to your success.

Running with Your Game Plan

One of the largest stakeholder groups will be your team and we discussed in video 2 how essential this group are for you and your company’s success.

Therefore, we start now to look at what concrete actions are possible to build and develop your team.

To help you communicate effectively, to show empathy and humility whilst establishing a connection of trust, which becomes empowering.

You’ll see the in the Topic 2 checklist that we outline the broad headings which represent those 7 sub-topics which we detailed during that episode, starting with;

  • the 5 leadership traits which you require and must consistently demonstrate.
  • the workplace environment, talking here about the physical surroundings, rather than anything relational
  • the healthy mind platters 7 areas of focus – working with and enabling your team to embody these in their life & work style.
  • Acknowledging that our workforce, which today spans 4 different generations – from baby boomers, through to Gen Z require interaction and communication with correctly
  • Then understanding the large range of motivational theories which might helpful for you in identifying and to maintain team engagement and empowerment.
  • working with rational & emotional strategies and identifying how to motivate by addressing inner needs through extrinsic and intrinsic means
  • And then finally to the SCARF model, looking at the 5 domains of social experience and ensuring we trigger the positive, reward response, not the negative, threat reaction.

Next, Delegation and Feedback…

Running with Your Game Plan

We now move to the beginning of a major subject which will spans multiple episodes – Delegation and Feedback. Starting with the basics behind the delegation process and establishing of the “WHY, WHAT and HOW”.

In our checklist you will find these questions under Topic 3 – Creative Delegation Techniques. Each is list as a broad headings and under that, the key items which you as the leader need to know and practice.

You may recall we kicked off with the 3 reasons behind the“WHY” question – and we said that;

  • we delegate to ensure we meet stakeholder expectations,
  • to help with team development and growth,
  • as well as to simply allow us enough time to lead.

We then introduced a couple of tools and a series of questions under the “WHAT” portion, which gave us a way of determining the tasks to delegate based on identified priorities and to which members of your team were most suitable in handling the challenge.

Then finally under the “HOW” we bought to the table a series of newer concepts. Ideas centered around what we have learnt from theoretical and practical research, which indicate people want some freedom to work on activities of their own choosing.

Additionally, they also want the see that they are making progress, hence we introduced to Activities of Choice and the weekly team meetings where individuals were able to showcase their project, discuss issues and report progress.  

Then, to establish the rules and objectives…

Running with Your Game Plan

Still under the heading of “How” and related to delegation, we introduced Topic 4 – SMART rules and reward goals.

Here traditional goal setting meets online gaming, where we took our old favorite the SMART goal setting tool and looked at how we could make the process more engaging during the task delegation.

First, we used the tool to set the expectations on both sides, ensuring clarity, together with a few do’s and don’ts to observe.

And we applied these requirements in our weekly progress reporting. But until that point there wasn’t really that much new, and we weren’t so confident that with these few steps would engage with all 4 generations.

So, we wanted to shake it up a little and see whether we could learn something from the online gaming world.

We discovered that game designers essentially work on three core elements when building their products

  • games must be goal driven,
  • challenge intense and
  • offer immediate feedback

All whilst providing a rich experience through-out their time online.

Gamers are motivated to achieve their goals by being rewarded or penalized along the way, based on their own skill and performance – the potential carrot and stick is there in the background, but it’s much more intrinsic, driven by a personal desire to do well and to receive instant gratification and feedback.

Hence, we reviewed our SMART process to ensure we captured the traditional 5 elements for clarity, but modernized our approach with our weekly meetings, ensuring transparent progress reviews, team collaboration and immediate gratification or feedback.

It was a win-win formula which bodes well with all in our workforce.

Running with Your Game Plan

The learnings didn’t stop there however, and although any leader that has applied the lessons from topics 1 – 4 will be far ahead of the pack, we wanted to ensure that these wins became the norm and were locked into our workplace practices.

You will notice how we enable you to work through & capture this practice via the checklist.

Therefore, during Topics 5 & 6, we turned our focus to different Feedback Strategies, commencing with an understanding of what happens in people’s heads when they are given feedback – be it from colleagues, their boss or even friends and family.

The amygdala hijacking triggers that threat or reward response as studied in Topic 2.

In an effort to help us manage the whole feedback topic more effectively, we provided a 4-step strategy as a guide for Leaders. This strategy commenced with;

  • the need to educate everyone involved on the value in seeking feedback and learning how to effectively receive feedback. And we explored multiple ways that we might do so.
  • Then we moved into the considerations and actions required during the preparation and planning of your feedback sessions

With both of these steps in place, it was time to dive into two types of feedback, which we again supported with some simple tools to make your life a little easier.

Our first feedback approach was the informal version. The type of thing you might expect walking down the corridor or when you see your boss whilst getting a coffee.

Remembering always, that offering guidance on improvement is critical; without it, the person will be uncertain as to how to avoid the same or similar issues in the future.

To assist we intro’d a tool called FAST which stands for Frequent, Actionable, Specific and Timely.

And finally, to the more formal feedback – the F2F sessions, where we ensure we have privacy and a number of other pre-requisites in place from the outset.

During this portion of the episode we reviewed briefly (3) three different feedback tools and suggested the two most common today are which are called BOOST and SBI.

Running with Your Game Plan

One area which has become quite controversial and somewhat dated was the annual performance review.

So, we decided to bring the entire process into the 21 century with the use of technology and a continuation of our earlier journey with regular weekly or bi-weekly reviews and feedback.

Adopting Achievement Reviews as a replacement to those dreaded Performance improvement discussions.

We looked at what current technology offered and how leading companies where starting to utilize these tools.

But we also wanted to ensure that there was some research supporting the switch and that this was not purely a gut feeling we had but that it was right direction.

And we found ample evidence that supported our direction.

Starting with our motivational theories and David McClelland’s Acquired Needs Theory and his Iceberg Model, then further through Intrinsic Motivators and with the SCARF theory.

All supported us on our quest.

And further, when we were able to couple these theories with many research papers from leading University professors and noticed that fortune 500 companies were beginning to shift in a similar direction, our confidence and belief that we were heading in the right direction skyrocketed.

To ensure we left no one behind in our transition however, we decided to offer an interim step in shifting from performance to achievement reviews – this was the humble 360 degree report which offers a buffer between the sole opinion of the immediate boss, by including feedback from colleagues, customers, suppliers, your team as well as your boss.

A nice deflection indeed and made even more attractive today due to the price decrease possible as a result of technology advances.

At the end of the day, this is a great extension along our journey – if you had applied the earlier strategies we spoke of, then the results of each employee’s successful projects will be known already to the other team members.

Therefore, these results can be made visible to the entire team, thus creating a form of competition, but also offering the opportunity for continued immediate gratitude and feedback from all.

Running with Your Game Plan

Now onto Topic 7, where it’s time to shift gear slightly, and start by assuming that “Utopia” in business seldom exists and that from time to time we are bound to find ourselves challenged with problems, be they related to people or to systems and processes.

We as managers and leaders need to be effective in working towards and identifying solutions. Enter this topic and the bundle of new skills it introduces for us.

We commenced by analysing our conflict management awareness and determining which of the 5 default styles we adopt when confronted with conflict.

You will see in the checklist the 5 styles and a link to the questionnaire which will help you make your own and or a team members assessment.

We also explored the typical reaction we can expect from our team when they are questioned about an issue or situation. Both are very useful for your preparations as well as deepening your leadership self-awareness.

But then, we move broader and deeper and ask “but what if the problem is larger and involving more than one person – what then”?

This is where we introduced you to various problem-solving techniques and tools.

Again, you will see these under Topic 7 of your Game Plan checklist.

And finally, we said that whilst few leaders today are well equipped with these skills and knowledge, we want you to have even more options in your tool kit and therefore introduced the concepts of incorporating Creative and Critical Thinking into the Problem-solving mix.

The outcome is a truly dynamic process which will help you nail 99% of the issues you encounter in your career.

Then the icing on the cake – looking at how to take some of those creative juices and apply with the problem solving equation by including group dynamics, diversity and visualization to map out the end to end process and identify gaps which enable you to strengthen the overall process design – a magic, modern day twist to the solution formula.

Running with Your Game Plan

By reaching Topic 8, we know that the skills shared so far will have placed you in great shape as a Leader among leaders, and someone that your team will follow, whilst other stakeholders are happy to collaborate with.

The final 2 topics are to further consolidate those abilities and prepare you for the advanced series which will follow soon after the conclusion of this basic series.

So, in this topic 8 we begin speaking about Change and why as a Leader you need to first understand yourself, that change is an essential component of everything in our lives – since birth through to now and beyond until you pass to the other side. And this reality is no different with-in your career and for your company.

As Steven Covey was famous for stating “The only Constant is Change”.

So in our Game Plan checklist, we help to visualize this reality and offer guidance on the typical psychological impact we all have as a consequence of any change.

Understanding this provides you the opportunity to see when a member of your team is stuck and needs support as they transition along the curve from denial and anger to acceptance and adoption.

But again this knowledge is not sufficient, we also wanted to provide you the tools, which you can utilise and make your own, when your career requires that you do so – if you haven’t already been involved in a change initiative, then it’s probably only a matter of time before this is thrust upon you. – remember “the only constant in life…”.

Armed with this knowledge and tools you have your starter kit in place and ready to test the waters.

One foundational skill set which you must possess for success with Change is the ability to communicate. We offered you an insight on how to structure your communications here, but unless you are already a natural story-teller, then this is one area where you are going to require further information and coaching.

Running with Your Game Plan

Finding the balance between values and performance…

In Topic 2 we began by providing 5 leadership traits which you must process – Trust, Listen, Accept, Share and Enable. Whilst these are 5 essentials, they are not the only hallmarks of a strong leader.

We mentioned your ability to communication just a moment ago, so I won’t list it again here, but in addition, a leader that functions with and consistently demonstrates humility, empathy, self-awareness and operates from a values base of ethics, integrity and compassion, will thrive with all generations of the workforce today.

And so, it was a logical inclusion as the final basic skill that we speak about the Values-based leader. This is someone that understands the benefits of having a diverse team and seeks opportunities for inclusion of that diversity in decision making.

But it’s also a leader that understands that a pure, values–based approach, may not foster the company culture it desires. That a pure, values-based leader may lack the drive to perform and grow.

In this regard the Leader needs to seek the perfect blend between values and performance as one with-out the other is seldom sustainable.

Finding that right balance tends to result in a company whose culture is based on fairness and compassion but also shares the desire to be successful and drives together towards profitable outcomes.

The final review topic in our checklist therefore incorporates those key considerations and sets the target for finding that harmonious blend.

Running with Your Game Plan

And so, to this last Topic 10 – Running with your Game Plan…

Until now we have summarized this Basics series with you, where we hope that you have made additional notes and highlighted lessons which you and your team might still benefit further from.

It’s now your turn to outline your blueprint for taking your team and your own performance from “Good to Great” and beyond – to borrow from Jim Collins and his best selling book.

What are the core changes which you will make next week, to drive improvements, be it with any of the 9 stakeholder groups, but most importantly with the team and yourself?

Our journey led us from Stakeholder engagement to Team Motivation and Delegation, Feedback, through Problem Solving and Change Management to leading with Values.

  • It’s a truly powerful set of core basic skills, which can only help to serve and better your career as a Leader.

As we have mentioned through-out this Basics series our plan is to now dive deeper into more advanced discussions – many of which are dear to my heart and which our brand-new company Skills 4 Executives, will be focused on providing for this industry.

I hope that you have enjoyed this series and if so, please subscribe below if you haven’t already. We really look forward to you joining us as we launch into the Leaders Advance series. 

Stay safe, perform strongly and grow daily. Bye for now.

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