A Dashboard for Managing Complexity: Part 4 of 5
By: Patrick Williams
Michael Useem, The Wharton School professor and bestselling author, has published The Leader’s Checklist to create a clear roadmap for navigating any situation. Key questions help customize the list to fit specific needs. The first three were published in my previous post, here is part two.
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Take Charge and Act Decisively: Embrace a bias for action by taking responsibility, even if it isn’t formally delegated. Make good and timely decisions, and ensure they are executed.
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Are you prepared to take charge, even when you are not in charge?
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If so, do you have the capacity and position to embrace responsibility?
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For technical decisions, are you ready to delegate, but not abdicate?
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Are most of your decisions both good and timely?
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Do you convey your strategic intent and then let others reach their own decisions?
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Communicate Persuasively: Communicate in ways that people will not forget, through use of personal stories and examples that back up ideas. Simplicity and clarity are critical.
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Are messages about vision, strategy and character crystal-clear and indelible?
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Have you mobilized all communication channels, from purely personal to social media?
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Can you deliver a compelling speech before the elevator passes the 10th floor?
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Motivate the Troops, and Honor the Front Lines: Appreciate the distinctive intentions that people bring to their work; build on diversity to bring out the best in people. Delegate authority except for strategic decisions. Stay close to those who are most directly engaged with the enterprise’s work.
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Have you identified each person’s “hot button” and focused on it?
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Do you work personal pride and shared purpose into most communications?
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Are you keeping some ammunition dry for those urgent moments when you need it?
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Have you made your intent clear and empowered those around you to act?
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Do you regularly meet with those in direct contact with customers?
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Can your people communicate their ideas and concerns to you?
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Build Leadership in Others, and Plan for Succession: Develop leadership throughout the organization, giving people opportunities to make decisions, manage others and obtain coaching.
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Are all managers expected to build leadership among their subordinates?
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Does the company culture foster the effective exercise of leadership?
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Are leadership development opportunities available to most, if not all, managers?