Delegate – Unless You’d Rather Be a Martyr

Are you a martyr…or are you using delegation to get more work done with less effort?

The ‘Delegate Effectively and Get More Done‘ Video and Cheat Sheet was just added to the website. In it, we lead you through the exact 5-step process you need to follow to delegate effectively.  Get Instant Access Today.

Everyone knows an Office Martyr.

These are the people that absolutely refuse to let go of any of their tasks, thinking that no one can do them as well as they can.  This refusal to delegate makes about as much sense as taking your summer vacation in Damascus.

Yet this kind of self-destructive behavior is actually encouraged.  As a society, we’ve decided that many other behaviors that were acceptable only a few decades ago, are now completely out of the question.  A careful viewing of any episode of Mad Men will confirm how much has changed in a relatively short time.  Gone are the days of getting completely plastered at lunch, and then driving back to the office to finish up your day.  Same goes for smoking, recreational drug use, gambling, gluttony, and virtually all other forms of excessive, self-destructive behavior.

The one glaring exception is workoholism.  How many times have you been bombarded on Monday mornings with tales of alleged heroism about how someone successfully avoided their family all weekend, so they could work right through to finish some insignificant office project?  The same people will drone on about how they get to the office before 7.00am, and work past 6.00pm on a regular basis.

This refusal to delegate is something to be embarrassed about, not something one brags about.  Not many people entertain people at the water cooler boasting about their other vices:

  • “I spent the weekend gambling away my kids’ tuition money!
  • “I ate 12 boxes of Krispy-Kreme’s in one sitting on Saturday.  Then I purged, and did it again.”
  • “I keep a bottle of vodka, along with a toothbrush and mouthwash in my purse for mid-day emergencies.”

All of these sound as ridiculous to me as, “I work 80 hours per week on a regular basis”.  Congratulations – you’re completely dysfunctional, and probably need to see a mental health professional – top speed.

There are only two situations that I could envision someone working an 80-hour week:

  1. The exceptional project, event or occurrence that will quickly pass to return to a more reasonable way of working, or
  2. You are a farmer – in which case you have my gratitude and respect.
If you’re consistently overworked (and you’re not a farmer), then there’s a good chance you should be delegating more of your responsibilities.  
 
In the ‘Delegate Effectively and Get More Done‘ Video and Cheat Sheet, we explain why many managers don’t delegate (and why they should), which tasks are appropriate for delegation, and the exact 5-step process you can follow to delegate effectively.  
 
Become a member and get instant access.  
 
Unless, of course, you don’t want to ruin your reputation as the office martyr.

4 Secrets to Management Success

‘Distributed Leadership‘ is the latest management buzzword.  Is it a good idea or just another ‘Flavor of the Month’ management mistake?  Discover the pros and cons of Distributed Leadership and the potential pitfalls that could derail both your company and your career by becoming a Wily Manager Member today.   Our newest video and cheat sheet gives you the scoop.  You’ll get instant access to this career saving guide and over 90 other vital management topics immediately.

I once did a one-year project for an enormous insurance company.

They had some significant challenges – they were hemorrhaging cash, it took them way too long to process a claim, they had ridiculously high levels of staff turnover, and they had a remarkably poor public and brand image.  This organization was to insurance what Twinkies are to fine pastries.

They tried a number of things to attempt to improve the situation.

They reorganized every few months, thinking that if they arranged the boxes on the org-chart differently, it would magically change results.

They read the latest management books, and within a five-year period, they implemented:

  • Self-directed teams
  • Democratic leadership
  • Co-managers (having two managers cover one portfolio to ensure adequate coverage)
  • Business unit autonomy
  • Total quality management
  • Continuous improvement teams
  • Lean manufacturing methodology
  • Six-sigma

After working in the organization for several months, it became clear to me that despite significant rhetoric to the contrary, the single most important organizational value was to maintain the status quo.

The entire organization, from the CEO to the janitor, desperately wanted different results – as long as they personally didn’t have to do anything different to get those results.  It’s kind of like yelling in anger at the speedometer in your car, because you’re going too fast.

Flavor-of-the-Month management practices work about as well as a chocolate teapot.  If they really wanted to succeed as an organization, they would need to do a few simple, but fundamental things:

  1. Value leadership – you need to hire, develop, promote and reward people for being great leaders.
  2. Set clear direction, and create crystal-clear expectations of people.
  3. Hold people accountable for those well-understood expectations.
  4. Continually reward and reinforce the things you want.

Most of the “Management by Best-Seller” crowd get parts of this right – but they think that the latest stuff the gurus are talking about is going to somehow make the four things above easier.

It won’t.

The truth is, there’s NO flavor-of-the month technique that will make your job easier.  The only route to management success is to diligently focus your efforts on the basics.

You can safely ignore what the latest best-seller is saying…that’s just a distraction you don’t have time for.

You won’t have to worry about missing anything important, because we read all the latest management books and journals, so we’re up-to-date with what’s new.  Every week we focus on a different management or leadership topic, and give our members bite-size chunks of information and advice about that topic.  It’s quick to digest and easy to understand, and you’ll keep up-to-date in less than 20 minutes a week.

It’s the best of both worlds – you’ll save time and energy by zeroing in on what’s really important, but you’ll still be informed about the latest management trends.

Try out a Wily Manager Membership – it’s only $17 per month or less, and it’s absolutely risk-free
Next week we’ll be talking about Performance Appraisals.  These don’t have to be stressful time-wasters – you’ll learn how to structure them so they lead to the behavior changes you really want to see.  You won’t want to miss out – become a Wily Manager Member today.

Understanding Distributed Leadership

Join Jed and Bob as they discuss the upsides and downsides to implementing Distributed Leadership.

Watch the ‘Distributed Leadership’ Video (16 mins 11 sec):


Download the ‘Distributed Leadership’ Cheat Sheet, Video, Audio, and Slides

Understanding Distributed Leadership

Members Click Here for Additional Tools

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

Distributed Leadership is currently a popular way to organize a business.  Below we discuss:

  • What is Distributed Leadership.
  • The positive and negative aspects of Distributed Leadership.
  • Potential Pitfalls if you’re implementing Distributed Leadership.

What is Distributed Leadership

The only thing that is generally agreed upon is that Distributed Leadership lacks a commonly understood definition.

  • Also called:
    • Shared Leadership
    • Team Leadership
    • Democratic Leadership
  • Focused on moving authority away from an individual.
  • Has caught on in Educational institutions – particularly in the UK.

The Positives of a Distributed Leadership Approach

There are good and bad things about any approach to organizational design.  The positives of Distributed Leadership are:

  • Avoids CEO celebrities (that usually ends badly).
  • Pushes authority further down a traditional organizational hierarchy.
  • It can discourage command and control cultures.
  • Forces positional leaders to rethink their authority, and other ways to exert authority.
  • Can be more inclusive

The Negatives of a Distributed Leadership Approach

  • It is likely things will move more slowly.
  • It is unclear that it would work outside of academia.
  • Authority is an illusion unless it is accompanied by accountability, and accountability could be illusive in an organization with Distributed Leadership.

Pitfalls to Implementing a Distributed Leadership Approach

If you or your organization has made the decision to move towards a Distributed Leadership approach, here are some things to consider:

  • It is unclear how difficult decisions would get made.  Often important decisions are unpopular, or are not democratic.  For example, a business decision that may result in layoffs would be difficult to arrive at in a Distributed Leadership organization.
  • Democracy is a good idea, but is never tidy.  Building consensus and majorities is hard work, so be sure this is what you want
  • If everyone is accountable, no one is accountable.  Regardless of how you are organized, accountability must be clear to get anything done.  If moving towards Distributed Leadership dilutes accountability, it will fail.
  • It could be hard to get current holders of power to let go.

3 Things to Remember About Distributed Leadership

  1. There is no magical system of leadership that will fix all your organization’s ills.  If you already have a shortage of leadership, moving to any other organizational model will not fix it.
  2. Accountability and authority should be pushed as deep into an organization as possible.  This is the most compelling reason to move to a Distributed Leadership model.
  3. Some decisions will never be appropriate for a Distributed Leadership model.  Difficult or unpopular decisions cannot be arrived at democratically, and will create nothing but gridlock.

Watch the ‘3-Minute Crash Course’ about Distributed Leadership (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

Why Socrates Drank the Hemlock

About 2500 years ago, Socrates lamented the work ethic of the younger generation.  Apparently, on the way to his day-job as a stand-up philosopher, he’d stop at the Athens Starbucks and wait in line far too long, while the kid working the La Marzucco machine (who looks like he fell down the stairs with a tackle-box given the number of piercings and jewelry he’s wearing) would casually froth one latte at time.  No wonder he drank the hemlock – he was thirsty.

Fast forward in time a couple of millennia, and not much has changed.  Anyone over 40 has at least a mild annoyance with those under 30 and how they work.  The problem is, the bulk of the population is hurling towards retirement faster than Lindsay Lohan is to rehab, and there aren’t many people in their 30s and 40s to replace them.  This means the 20-somethings will be taking over the world in short order – probably well before they are equipped to do so.

Unless organizations get their heads around this, and act soon, our whole society will be immersed in the whims and fancies of people who think popcorn was actually meant to be cooked in a microwave.  Here’s what you can expect:

  • Recognition certificates for anyone who shows up on time for work five consecutive times.
  • Job title inflation – the barista I mentioned above will hence be called the Vice-President of Local Product Production and Distribution.
  • Not wanting to work on sunny days will be classified as a disability.
  • If you ask someone for the 2nd time to get something done, you will be subject to a harassment suit.

Of course, I might be the wrong guy to comment on this – I spent my whole first day at my first real job walking around with my fly open.

Decoding Interview Questions

Many years ago when I was working inside a Fortune 100 company (that shall remain nameless, but it’s a major grocery retailer that starts with ‘S’), I was applying internally for a job for which I thought I was well suited.  One of the well-intentioned, but tragically naïve HR people advised me to “be myself, and be honest and truthful” in the interview.

“Being yourself” at a job interview is about as smart as making toast in the bathtub, and could produce similar results.  Being honest is always a good rule, but you need to tailor the truth to your situation.  In a job interview, they don’t want to hear your honest responses – they want to hear the responses they have pre-written.

With the benefit of a couple of decades of hindsight, and having now sat on the opposite side of the interview table, I offer a deconstruction of that interview many years ago:

Question:  “Are you willing to relocate?”

My Answer: “Right now, I’m ready, willing, and able to relocate anywhere.  At some point, if I have a spouse’s career, or children to consider, then I’ll have to consider all the factors at that time to make the decision.”

The Required Answer:  “I’ll move any time, any place, for any reason, and will do so on one day’s notice.”

 

Question:  “Where do you see yourself in five years?”

My Answer:  “I’d like to be a Facility Manager who is active and involved in his community, and making a positive contribution to society.”

The Required Answer:  “I’ll be working morning, day and night in order to scramble my way up the corporate food chain, and any other considerations are secondary.  I’ll be an empty hollow shell of a man because I will not have taken a day off in the past five years.”

 

Question:  “What do you think your weaknesses are?”

My Answer:  “I sometimes have difficulty towing the line when given certain direction.  For example, our parent company sent us directive X last month that is a clear violation of the local labor code, so I could not legally implement it.”

The Required Answer:  “I work too hard” or “I’m impatient for results” or any other lie I could have trot out to confirm that I was as dysfunctional as the organization.

 

Question:  “Tell us about a time when you became angry at work.”

My Answer:  “My nature is not really that of someone who becomes angry.  Sometimes a bit frustrated maybe, but there are so many important issues in the world that are worthy of my anger, that I find it hard to get angry about things that happen in the workplace.”

The Required Answer:  “I become inconsolably irate when I see employees not pulling their weight.  We pay them a good wage, and they need to earn it.”

I honestly thought these were the responses that were going to separate me from the herd.  Nobody has botched an interaction this badly since the Lee Harvey Oswald prison transfer.  Needless to say, I didn’t get the job.

Is She ‘The One’? – Conducting a Job Interview

Members Click Here for Additional Tools

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

Conducting a Job Interview is a key managerial function, yet one that few take the time to do well.  Below we discuss the following aspects of Conducting a Job Interview:

  • The difference between great interviews, and bad interviews
  • The interview format
  • Assessing the candidate
  • Interview questions
  • Analyzing responses

Great Interviews

Conducting a Job Interview well means that you have mutually respectful conversation that determines the quality of the match between a candidate’s skills and the competencies required for a specific position.

Bad Interviews

Conducting a Job Interview poorly means it becomes an inquisition that provides the illusion of power to the interviewer and a high level of anxiety to the candidate.

Conducting a Job Interview:  Interview Format

  • Introduction – ensure the candidate knows everyone else in the room, and provide any context that may be relevant to Conducting the Job Interview
  • Explain the process – remind the candidate what to expect.  You should have set these expectations prior to the interview, but it is always good to review it again.
  • Ask your questions – use a mix of Situational and Behavioral based interview questions.  It is also suggested you prepare in advance 3 – 5 “Killer Questions” that you ask each of the candidates, and score them on their response.  The rest of your questions can vary slightly from candidate to candidate.
  • Describe the job – A key part of Conducting a Job Interview well is giving the candidate enough information to determine the appropriate fit for themselves.  It can also act as a catalyst for the candidate to ask questions.
  • Let them ask questions – Make sure you allow time for the candidate to ask as many questions as s/he likes.  Given that you have likely spent a great deal of time asking them questions, it is only fair to reciprocate.
  • Indication of timeline – Tell the candidate what will happen after the interview, and in what time frame s/he can expect to hear from you.
  • Close – always thank the candidate for coming to see you, and escort them out of the building if need be. 

Conducting a Job Interview: Assessing a Candidate

  • What skills are nice to have, and what can be taught?
  • Where are you comfortable to compromise?
  • What is not up for negotiation?
  • Try to involve at least one other person to assist you in the interview, and the interview debrief.
  • Debrief right after the interview whenever possible
  • Score and rank interview performance.  Use the Wily Manager scoring tool to do so.
  • Your intuition is a powerful tool in the interviewing process, but it is not the only one.  By scoring each interview, it doesn’t necessarily mean we hire the person with the highest score, but rather encourages you to ask critical questions if you are not hiring the person with the highest score.

Conducting a Job Interview: Interview Questions 

  • Create questions that are based on the key needs identified in the job description
  • Design questions that build understanding
  • Use open and closed questions
  • Use situational and behavioral questions

Examples of Situational Questions

  • “What would you do if……?”
  • “What would you do if you were given a project timeline that you knew you could not meet?”
  • “What would you do if you had a direct conflict with another employee?” 

Examples of Behavioral Questions

  • “Tell me about a specific time when….?”
  • “Tell me about a time when you had to deal with a difficult customer.  How did you handle it and what was the outcome?”
  • “Describe a time when you had to sacrifice your own goals for the good of the team”
  • Make sure you challenge the role they actually played and how much they were responsible as opposed to being part of a team’s success. 

Conducting a Job Interview: Analyzing the Responses

  • Write down what themes you would like to see in their responses
  • Answer the questions yourself – how would you successfully answer the question?
  • Do you believe them?
  • Are they simply saying what they think you want to hear?
  • Challenge the candidate if you are not convinced.

Conducting a Job Interview: Bring to a Close

  • Provide a realistic view on how long it will take to make a decision and stick to it
  • If you are keen on them ask them to let you know if their circumstances change in the interim.
  • Don’t promise anything until you have seen all candidates.
  • Call unsuccessful candidates later out of courtesy.

3 Things to Remember About Conducting a Job Interview

  1. Don’t underestimate the importance of interviews, and the risk of doing it badly
  2. Think of it as establishing a good match between competencies required, and the profile of a candidate.
  3. Take the time to do them well.

Free Extras for Wily Manager Members – get them here

  • Examples of Interview Questions:
    • Good questions
    • Bad questions
    • Behavioral based questions
    • Situational based questions
  • Common Interview Mistakes and How To Avoid Them
  • Resume and Interview Scoring Tool

Watch the ‘3-Minute Crash Course’ about Conducting a Job Interview (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

Quick Interview Preparation: Don’t Waste Their Time…Or Yours

Members Click Here for Additional Tools

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

Job interviewer questions are numerous when managers need to hire.  Hopefully there is good HR support to assist, but this is not always the case.  Below we talk about the job interviewer questions that occur prior to the interview.  Specifically, we talk about:

  • Why worry about interview preparation
  • Job Interviewer Questions and human rights in the workplace
  • Job Interviewer Questions about knowing what you’re interviewing for
  • Assessing before the interview
  • Preparing yourself and the candidate

Why Worry About Interview Preparation

  • The most important things happen in advance.  It is not possible to conduct a great interview without great preparation.
  • Managers need to ensure they are compliant with local employment laws, and good preparation minimizes any legal risk.
  • It is a corporate reputation issue.  Organizations are being assessed during an interview, and it is important that all candidates leave with a favorable impression of the organization.
  • You “win it in the draft” — good interview process greatly improves the chances of landing the best possible hire.
  • Turnover is expensive.  The cost of interviewing poorly can be very costly to an organization.

Job Interviewer Questions About Human Rights in the Workplace

Local laws may vary, and it is important to have a basic understanding of local employment law.  However in almost all jurisdictions in Western Europe, North America and Australia/New Zealand, job interviewer questions that pertain to the following would be off limits:

  • Race
  • Religious beliefs
  • Skin Colour
  • Gender
  • Physical/Mental disability
  • Age
  • Ancestry
  • Place of origin
  • Marital status
  • Source of income
  • Family status
  • Sexual Orientation

People generally understand the most obvious implications of this.  The subtleties are sometimes missed, however.  For example, asking someone what year they graduated from High School or University can be construed as probing about age, which is discriminatory.

Job Interviewer Questions About Knowing What You’re Interviewing For:

You need to articulate clearly what skills, competencies and attitudes you are hiring for.  It is not acceptable to interview without having considered these job interviewer questions in advance.

  • Start with an up-to-date job description.  If one doesn’t exist – write it.
  • Who do you want in this position?
    • What skills?
    • What knowledge?
    • What experience?
  • What corporate fit?
    • What attitudes?
    • What outlooks?
  • Do you have realistic expectations?  It is fine to sketch out a description of your perfect candidate as long as you are aware that such a candidate probably does not exist.

Assessing Before the Interview

Typically, you will receive applications or resumes in advance of conducting any interviews.  Interviews are time consuming, so you need to narrow down your field.  Here is how you can do so:

  • Score and rank* all resumes and choose a limited number to telephone interview (no more than 10)
  • Conduct a telephone “mini-interview” to wean the list down further.  Ensure you score and rank* each candidates performance on the phone interview.
  • Remember cultural fit and what makes people in your team successful.
  • Look for the clues to the person’s fit.
    • Job history – does the candidate move every year, or are they more stable?
    • Cover letters – are they written with care, and indicate some knowledge of your business, or do they appear to be automatically generated?
    • Relevant experience – look beyond direct experience, and see if you can spot some other relevant experience that may be useful to you.

*Tools for the scoring and ranking of resumes and interviews are available free to Wily Manager members – Become a Member Today

Prepare the Candidate for the interview

  • Let them know in advance who they are going to see.
  • Let them know in advance what the process will be.
  • Consider providing some or all of the questions to the candidate in advance.
  • Remember that the interview starts from the moment they walk in the door.

Prepare Yourself for the interview

  • Remember you and the company are being assessed in this process as well.
  • Be respectful and professional.
  • Read the resume in advance – preferably immediately before the interview.
  • Come with a list of questions.
  • Turn off your smartphone.
  • Book an appropriate location for the interview.
  • Attempt to keep the interview informal but professional.

3 things to Remember About Job Interviewer Questions:

  1. A great interview is a result of great preparation.
  2. Don’t wing-it.  Prepare in advance, and follow up afterwards.
  3. Interviewing is time consuming – wean your list in advance.

Free Extras for Wily Manager Members – get them here

  • Examples of Interview Questions:
    • Good questions
    • Bad questions
    • Behavioral based questions
    • Situational based questions
  • Common Interview Mistakes and How To Avoid Them
  • Resume and Interview Scoring Tool

Watch the ‘3-Minute Crash Course’ about Preparing to Interview (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

How to Hire Your Next Leader

Some kids grow up wanting to be a fire-fighter, a police officer, teacher or doctor.  I wanted to be Mr. Rogers (the children’s entertainer).  No eight-year-old will tell you she wants to be a manager when she grows up (and if she does, get her into therapy top speed).  Yet there are more managers than there are fire-fighters, police officers, teachers and doctors combined by a factor of ten or more.

So how does this happen?

If management were a profession like others, someone would go to school to study the vocation of management, apprentice for some period of time, and then be deemed fully capable of executing as a manager.  MBA schools have failed to do this effectively, and the vast majority of companies develop their managers in a haphazard fashion.

Most people end up as managers by going into to some line of work for which they show some aptitude, and then are promoted to oversee others doing similar work.  Somewhere along the line, they might take a course or two, and some companies may even send their high potential new managers to business school.

Most organizations make the critical mistake of assuming that because someone is a proficient practitioner of a certain trade that she will be a good manager.  Organizations need to change their focus away from the technical aspects of a particular function (or group of functions), and instead focus on what skills a manager will need to be successful in that environment.

If more than half that list of competencies is focused on technical aspects of the industry or job, then it has been done wrong.

Don’t get me wrong:  I’m not a big fan of pulling people with no industry experience, and placing them in key management positions.  I don’t think this approach has worked very often.  If organizations are serious about having great management, then they need to select people for management positions with the core competencies required to manage in that environment, and then continually develop them.

Either that, or select tall guys with brown hair, who wear blue shirts.  That works too.

 

Born to Lead?

Members Click Here for Additional Tools

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

To quote Somerset Maugham:

“There are three rules for creating good leaders. Unfortunately, no one knows what they are.”

Why Should You Care About Developing Leadership Qualities?

  • Promoting the wrong people is costly.
  • Pursuing a career that is not in alignment with how you’re hardwired is exhausting and will eventually lead to failure.
  • Self-awareness of your own leadership skills offers an opportunity to manage behavior.

Essential Leadership Qualities

Both nature and nurture are a consideration in developing leadership skills.  If you know what skills you don’t possess naturally, it can be instructional as to what leadership skills you need to learn.  Here are what we believe are the most important leadership skills to be learned:

  • A Predisposition to Lead.  Leadership is a calling for the best leaders.  Others end up in leadership positions because they were good technicians of the work.  The very best leaders know that good managers are hard to find, and that leadership is the most important job on the planet.
  • Receptivity to Feedback.  All great leaders listen carefully to what others are telling them.  They may not always agree, but they do consider what others have to say, and incorporate their feedback when appropriate.
  • Self Awareness.  The best leaders are finely tuned to their own strengths and weaknesses, and know when they’ve made a mistake.  Poor leaders don’t ever think their wrong, and rationalize or make excuses when things go wrong.
  • Other Centered.  Great leaders promote others rather than being self-centered.  They champion others work, and give away as much credit as they can.  This shows maturity and confidence.  “Grabbing Glory” and stealing credit shows weakness and insecurity.
  • Trusting.  Control freaks do not make good leaders.  Great leaders trust their people, and allow them to make mistakes.
  • Calm under stress.  People look to their leaders for cues in times of crisis.  The leader who remains poised and calm is the one who inspires others to do the same to resolve the situation.
  • Superior Interpersonal Skills.  The great leader is highly emotionally intelligent and aware of others’ feelings and motivations.  The ability to inspire and change behavior in others, is the hallmark of a great leader.
  • Decisive.  Great leaders need to take risks and execute decisions with imperfect information
  • Balance of Values and Results.  A leader must insist on results, but also be very aware of how those results were achieved.  If you violate organizational values, or negatively impact people unnecessarily, you will fail as a leader.

3 Things to Remember about Developing Leadership Qualities

  1. You can test for these personality traits.  Be careful when doing so, but you test people for their predisposition to the qualities above.
  2. You’ll never find or achieve anyone who has all of the above leadership skills in abundance.  Hence the need to know how to teach leadership skills.
  3. Self awareness of one’s own abilities in the above attributes can guide leadership development, but should not serve as an excuse because one or more predispositions are missing.

Watch the ‘3-Minute Crash Course’ about Developing Leadership Qualities (CLICK THE ARROW TO START THE VIDEO):

Looking for the Full-Length Podcast/Video? …

Get Instant Access to 200+ Cheat Sheets, Videos, and Other Immediately Usable Tools for Busy Managers – Try Out a Wily Manager Membership Today!

« Previous Page
Next Page »