The Extraordinary Leader, Turning Good Managers Into Great Leaders, SIXTEEN BEHAVIORS (8, 9, 10, 12, 13 )

 

Interpersonal Skills

“9. Communicating powerfully and prolifically

High performers:

-Are skillful at communicating new insights

-Provide the work group with a definite sense of direction and purpose

-Help people understand how work contributes to the broader business objectives

Poor performers:

-Do a poor job of communicating plans to people who help implement them

-Fail to explain the purpose and/or importance of the assignments

10. Inspiring and motivating others to high performance

High performers:

-Energize people to go the extra mile

-Have the ability to get people to stretch and reach goals beyond what they originally thought was possible

Poor performers:

-Fail to inspire commitment, high energy, and a winning attitude

11. Building relationships

High performers:

-Are trusted by work group members

-Balance concern for productivity and results with sensitivity for employee’ needs/problems

-Are approachable and friendly

-Handle difficult situations constructively and tactfully

Poor performers:

-Are difficult to get along with

-People don’t feel free to take their complaints to them

12. Developing others

High performers:

-Are genuinely concerned about the development of others’ careers

-Give individuals an appropriate balance of positive and corrective performance feedback

-Give honest feedback

-Take interest in the work of others

-Support others’ growth and success

Poor performers:

-Wait too long to give others feedback

-Try to keep good people rather than allowing them to take on developmental opportunities

13. Collaboration and teamwork

High performers:

-Have developed cooperative working relationships with others in the company

-Promote a spirit of cooperation with other members of the work group

-Ensure that the work unit works well with other groups and departments

Poor performers:

-Do not work well with people who have different backgrounds and perspectives

-Promote a spirit of competition with other work groups

Personal comments:

Personal experience (Behaviors 9-13):

-Communicating powerfully and prolifically

+Many of the staff members I worked with found my level of communication unnecessary, and unfortunately their lack of communication created more problems than solved them

-Fail to inspire commitment, high energy, and a winning attitude

+A “winning attitude” was not expressed.  Not a focus; more interested in finding fault

-Wait too long to give others feedback

+Waiting too long or more likely, not given

-Try to keep good people rather than allowing them to take on developmental opportunities

+Common problem that was expressed by employees, and difficult to correct resulting loss of a high quality employee leaving for the opportunity elsewhere

-Do not work well with people who have different backgrounds and perspectives

+Not appreciated often, by some staff members and employees

-Promote a spirit of competition with other work groups

+More fault finding than positive communication, or support

Next: The Extraordinary Leader

Turning Good Managers Into Great Leaders

SIXTEEN BEHAVIORS (14. 15, 16)

Final Post

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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