The Extraordinary Leader, Turning Good Managers Into Great Leaders, SIXTEEN BEHAVIORS

 

SIXTEEN BEHAVIORS (COMPETENCIES) THAT MAKE A DIFFERENCE IN HOW LEADERS ARE PERCEIVED BY OTHERS (4 through 8)

“4.  Innovation

High performers:

-Encourage alternative approaches and new ideas

-Consistently generate creative, resourceful solutions to problems

-Constructively challenge the usual approach of doing things and find new and better ways to do the job

-Create a culture of learning that drives individual development

-Work to improve new ideas rather than discourage them

-Encourage people to find innovative ways to accomplish their goals

Poor performers:

-Have a ‘one right way’ mindset

-Are afraid to challenge existing systems, processes, or approaches

-Feel that new or innovative approaches will cost too much to implement or cause disruption

-Shoot down new ideas or approaches

5. Practicing self-development:

High performers:

-Make constructive efforts to change and improve based on feedback from others

-Seek feedback from others to improve and develop themselves

-Constantly look for developmental opportunities (they are excited to learn)

Poor performers:

-Seem unconcerned about any kind of self-development

-Are content with their current skills and abilities

-Fear that others might perceive their development of new skills as a sign of incompetence or weakness

FOCUS ON RESULTS

6. Focus on results:

High performers:

-Aggressively pursue all assignments and projects until completion

-Do everything possible to meet goals or deadlines

Poor performers:

-Fail to achieve agreed-upon results within the time allotted

-Fail to achieve the goals set for their work

7. Establish stretch goals

High performers:

-Maintain high standards of performance

-Set measurable standards of excellence for themselves and others in the work group

-Promote a spirit of continuous improvement

Poor performers:

-Fail to build commitment among all employees to team goals and objectives

8. Take responsibility for outcomes/initiative

High performers:

-Take personal responsibilities for outcomes

-Can be counted on to follow through on commitment

-Go above and beyond what needs to be done without being told

Poor performers:

-Blame failures on others

-Lose interest before projects are completed and fail to follow through

Personal comments:

Being a high performer does have its risk.  High performers do have targets on their backs, with low performers.

Low performers don’t appreciate high performers (easy to figure out..), are good at gathering similar mindsets into a force to be reckoned with, and often influence (negatively) the CEO/president (especially when the CEO is also a low performer).

High performers may have to proceed at their own risk. It’s not easy fighting the “system”, but well worth it, if you know what I mean….

Personal note:

This blog made its debut in 2011.  It’s been enjoyable to write about my experiences, but now it has become more of a chore.  When I’ve finished commenting on these 16 behaviors this blog road will end.  It may start up again at a later date, and only time will tell. Best Regards.

Next: The Extraordinary Leader

Turning Good Managers Into Great Leaders

SIXTEEN BEHAVIORS (continued)

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

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