Step 1 of 11 0% Email HeaderThank you for taking the time to gain a deeper understanding of your current and desired leadership capacity. Your individual report is compiled in the PDF attached.If you would like to discuss the results of this report please contact me to book a chat.Email FooterBest regards, Colin McAllisterExecutive Leadership Coach (Master Certified)Perspect Coaching & Consultingwww.perspect.caBook Consult PurposeHave you aligned your team on a clear purpose and set of values?I have not taken time to create shared values, I feel this should be implied, we are all adults here.I discuss purpose and values, typically when we have an issue and I have to bring it up with someone.I brought my team together to go through our values and I see them practicing them often.I brought our team together to create a set of shared values - we live them consistently and they inform all decision making - our customers understand them by the way we engage them.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? VulnerabilityHow has vulnerability strengthened your leadership capacity?As a leader I must show confidence and strength, if I show weakness I won't be respected.I am aware I have some weaknesses but am not sure how sharing those would benefit anyone.I have a select few people that I am able to share fears and faults with, but I keep it there.I am a champion of vulnerability, I am situationally aware of when and how to express vulnerability to build trust with larger audiences.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? ListeningHow well are you doing at listening to those around you?I hear what people are saying but often get distracted by other things or find I have to interject my thoughts. I focus on the person talking and am able to respond in context but I struggle understanding how body language and tone shift what is actually being said.I show up curious and free of judgement, I confirm what is being said through rephrasing. I am completely present in conversations, capture the essence of what is said and 'unsaid', and people leave feeling heard and understood. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? RecognitionHow well do you recognize and acknowledge employees?I am inconsistent at best, it's not that I don't care I just don't have time, I am sure they know I appreciate their work. We have a process for recognizing people's good work and we share it at staff meetings.We have established recognition as a strategic priority across the organization and hold my team accountable to deliver on this. I sincerely and personally acknowledge people for who they are, how they show up and share the positive impact this has on the business and team. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? EngagementHow well are you doing at engaging your employees?This is difficult for me, many of my people are disengaged and looking for other jobs where they will be happier - this is hard on morale and the business success.I am not consistent at this, many people are doing well however they never take on an extra work - they're just collecting a cheque.This is a big part of my job, people are enthusiastic about their work and are comfortable taking risks.I consistently integrate this into our culture, people are assuming leadership roles, inspiring others and delivering amazing outcomes.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? EmpowermentHow well are you empowering your employees?I make decisions and then tell people what to do, doesn't everyone? I encourage employees to play a more active role in the direction of their work (but I still check in quite often).I actively empower employees to create / implement improvements in our business. More at the operational level. My team takes on big challenges and implements solutions on their own - I trust their judgement , they come to me when they need advice. The are instrumental in our strategic decisions. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? ChangeHow well are you driving change?I struggle with this even being part of my role. I have managers that should be driving change. My people are stuck in their ways, they don't see the need for change.When I share my vision for change, I feel people understand but still resisting it - I am not able to get them to desire the change.By sharing the big picture surrounding change I have been able to connect people with the corporate benefits and they are helping with implementation when directed.I am able to share the change in a way that inspires people and allows them to emotionally connect to the outcomes - they are my change champions now.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? AccountabilityHow well have you established a culture of accountability?I don't have time and frankly don't want to have to hold adults accountable, I have not really established any meaningful consequences - more of an ad hoc approach.I have defined policies and procedures (with consequences) poor performance is addressed - it is a very top down process though. We have clear expectations aligned to core values and consequences - peers are very comfortable holding one another accountable and this has improved our culture. Self-accountability is fundamental to our success, our team follows our approach and lived out our core values consistently - our customers comment on this as a reason they work with us. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? InnovationHow are you doing at inspiring innovation?I have not set this forward as a priority - I think it is a bit "too hard to action" - we have too many operational issues to even look at it .I know this is important and we have asked one group to take care of this for us, I personally don't have time for it.We have an innovation strategy. I make a strong effort to participate in the process we have established and encourage people to take some risk in this area.I actively promote innovative behaviours across the organization and the industry and have set up formal leadership processes and expectations in this regard - we are realizing success as a result. How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? InfluenceHow do you feel about your current level of influence?I feel like I have little to no influence, my people only do what I ask because they have to - I am the boss.I have some influence - many people do what I suggest because they want to - they like me and want to help.I am comfortable with my level of influence, people follow me because of the results I have achieved for them - I have established credibility.My influence is a result of the way I have lived my life and shown up, people trust and believe in me explicitly - it is more important for me to help others gain influence now than grow mine.How would you rate yourself today, on a scale of 1-12?Where would you like to be in 12 months time, on a scale of 1-12? Final Step One final step before we prepare and share your executive leadership report in PDF format. Name* First Name Last Name City City Current RoleCXX / ED etcVPOwnerOtherEmployees in your company<5050-500500-5000>5000Employees directly / indirectly reporting to you<5050-500500-5000>5000Email* Email Consent* I give consent to securely store my email for the purposes of emailing me my detailed leadership report. Note: We will never share your details with any third party. View our Privacy Policy. Identify the most important numberQuestion 1 GapQuestion 2 GapQuestion 3 GapQuestion 4 GapQuestion 5 GapQuestion 6 GapQuestion 7 GapQuestion 8 GapQuestion 9 GapQuestion 10 GapQuestion 1 Yes Most ImportantQuestion 2 Yes Most ImportantQuestion 3 Yes Most ImportantQuestion 4 Yes Most ImportantQuestion 5 Yes Most ImportantQuestion 6 Yes Most ImportantQuestion 7 Yes Most ImportantQuestion 8 Yes Most ImportantQuestion 9 Yes Most ImportantQuestion 10 Yes Most ImportantFeedback if Column 1Feedback if Column 2Feedback if Column 3Feedback if Column 4Q1 or Topic 1 Biggest Gap FeedbackPURPOSEBased on your self-assessment aligning to values and purpose is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q2 or Topic 2 Biggest Gap FeedbackVULNERABILITYBased on your self-assessment vulnerability is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q3 or Topic 3 Biggest Gap FeedbackLISTENINGBased on your self-assessment listening is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q4 or Topic 4 Biggest Gap FeedbackRECOGNITIONBased on your self-assessment recognition is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q5 or Topic 5 Biggest Gap FeedbackEMPLOYEE ENGAGEMENTBased on your self-assessment, employee engagement is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q6 or Topic 6 Biggest Gap FeedbackEMPOWERMENTBased on your self-assessment empowerment is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q7 or Topic 7 Biggest Gap FeedbackINSPIRING CHANGEBased on your self-assessment being more inspirational is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. growth. Q8 or Topic 8 Biggest Gap FeedbackACCOUNTABILITYBased on your self-assessment accountability is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q9 or Topic 9 Biggest Gap FeedbackINNOVATIONBased on your self-assessment innovation leadership is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Q10 or Topic 10 Biggest Gap FeedbackINFLUENCEBased on your self-assessment, influence is a growth opportunity for you to take your leadership to the next level. We hope the tips provided here will support this growth. Call to Action for EveryoneCall to Action For Column 1I see you are early in your leadership journey. I would love to see how I can help you accelerate your growth and impact. Let's chat about your score and what this can look like.Schedule an obligation-free call in my calendar here or send me an email. Call to Action For Column 2I can see you are early in your leadership journey. I would love to see how I can help you accelerate your growth and impact. Let's chat about your score.Schedule an obligation-free call in my calendar here or send me an email. Call to Action For Column 3I can see you are doing quite well in your leadership growth, this may be an ideal time to take it to the next level. Let's chat about your score and what this can look like.Schedule an obligation-free call in my calendar here or send me an email. Call to Action For Column 4I can see you are near-mastery in leadership capacity. As you knw what got us here won't get us there. Given your scores I know you are grwoth minded. Let's chat about your score and what this can look like.Schedule an obligation-free call in my calendar here or send me an email. Q1 or Topic 1 Biggest Gap Call to ActionQ2 or Topic 2 Biggest Gap Call to ActionQ3 or Topic 3 Biggest Gap Call to ActionQ4 or Topic 4 Biggest Gap Call to ActionQ5 or Topic 5 Biggest Gap Call to ActionQ6 or Topic 6 Biggest Gap Call to ActionQ7 or Topic 7 Biggest Gap Call to ActionQ8 or Topic 8 Biggest Gap Call to ActionQ9 or Topic 9 Biggest Gap Call to ActionQ10 or Topic 10 Biggest Gap Call to ActionFeedback IF 1Feedback IF 2Feedback IF 3Feedback IF 4Topic/Question 1 results text 1-3Nothing promises to increase the probability of mission failure more than a lack of alignment in purpose and values. No leader wants misalignment, yet it happens consistently, and can is damaging to the success of an organization. When alignment does not exist, employees are not connected to a shared sense of purpose. Conversely, when alignment does exist, employees will invest more of their time, talents and energy into meeting or exceeding the goals of the organization.All of us have a purpose, some are more in tune with it than others, likely as a result of intentional reflection and contemplation.Leaders have to solidify the organization’s purpose and shared values and then communicate them in a way that employees can personally align to. Some folks will struggle more with this than others and may result in some acknowledging they are not on the right bus. This is a good thing. You have to have people on your team that believe in the business at its core – that is, “why” (purpose) it exists and “how” (values) it will approach the execution of strategy.Based on your response to the question on purpose and values it appears you are in very early stages of creating alignment. Try addressing some of the following to deepen team alignment:1. First identify your team’s purpose. Ask, why does your team exist? What is the real service you provide to the company? What business are you in?2. Ensure your leadership team is completely aligned and that they have had a voice into the shared values, this is especially true if it a partnership, merged cultures etc.3. Invest the time and resources necessary to fully develop an honest purpose statement and set of shared values. If you don’t know where you are going – you will never get there.4. Formally roll them out to the organization and communicate them regularly.Topic/Question 1 results text 4-6Nothing promises to increase the probability of mission failure more than a lack of alignment in purpose and values. No leader wants misalignment, yet it happens consistently, and can is damaging to the success of an organization. When alignment does not exist, employees are not connected to a shared sense of purpose. Conversely, when alignment does exist, employees will invest more of their time, talents and energy into meeting or exceeding the goals of the organization.All of us have a purpose, some are more in tune with it than others, likely as a result of intentional reflection and contemplation.Leaders have to solidify the organization’s purpose and shared values and then communicate them in a way that employees can personally align to. Some folks will struggle more with this than others and may result in some acknowledging they are not on the right bus. This is a good thing. You have to have people on your team that believe in the business at its core – that is, “why” (purpose) it exists and “how” (values) it will approach the execution of strategy.Based on your response to the question on purpose and values it appears you are in the early stages of creating alignment. Try addressing some of the following to deepen team alignment:1. First validate your team’s true purpose. Ask, why does your team exist? What is the real service you provide to the company? What business are you in?2. Ensure your leadership team is completely aligned and that they have had a voice into the shared values, this is especially true in a partnership, merged cultures etc.3. Consistently communicate the purpose in values – not as a chant to memorize but in very specific contexts. Show people that every decision in the business can be aligned to the values and purpose – if it is not aligned it is rejected. 4. Hold leadership accountable.Topic/Question 1 results text 7-9Nothing promises to increase the probability of mission failure more than a lack of alignment in purpose and values. No leader wants misalignment, yet it happens consistently, and can is damaging to the success of an organization. When alignment does not exist, employees are not connected to a shared sense of purpose. Conversely, when alignment does exist, employees will invest more of their time, talents and energy into meeting or exceeding the goals of the organization.All of us have a purpose, some are more in tune with it than others, likely as a result of intentional reflection and contemplation.Leaders have to solidify the organization’s purpose and shared values and then communicate them in a way that employees can personally align to. Some folks will struggle more with this than others and may result in some acknowledging they are not on the right bus. This is a good thing. You have to have people on your team that believe in the business at its core – that is, “why” (purpose) it exists and “how” (values) it will approach the execution of strategy.Based on your response to the question on purpose and values it appears you are doing quite well in creating alignment. Try addressing some of the following to deepen team alignment:1. First re-validate your team’s true purpose. Ask, why does your team exist? What is the real service you provide to the company? What business are you in? Address any gaps that may be showing up.2. Link behaviours that demonstrate alignment to core values and purpose to incentives (positive and negative)3. Publicly acknowledge those who exemplify the organizations core values.4. Consistently communicate purpose and values (internal and external) – not as a chant to memorize but in very specific contexts. Show people that every decision in the business can be aligned to the values and purpose – if it is not aligned it is rejected. 5. Develop HR policies that market, attract, retain and terminate based on company values.6. As you deepen alignment and display a culture that exemplifies your core values and purpose in this world capitalize on this as a competitive differentiator.7. Keep up the amazing leadership!Topic/Question 1 results text 10-12Nothing promises to increase the probability of mission failure more than a lack of alignment in purpose and values. No leader wants misalignment, yet it happens consistently, and can is damaging to the success of an organization. When alignment does not exist, employees are not connected to a shared sense of purpose. Conversely, when alignment does exist, employees will invest more of their time, talents and energy into meeting or exceeding the goals of the organization.All of us have a purpose, some are more in tune with it than others, likely as a result of intentional reflection and contemplation.Leaders have to solidify the organization’s purpose and shared values and then communicate them in a way that employees can personally align to. Some folks will struggle more with this than others and may result in some acknowledging they are not on the right bus. This is a good thing. You have to have people on your team that believe in the business at its core – that is, “why” (purpose) it exists and “how” (values) it will approach the execution of strategy.Based on your response to the question on purpose and values it appears you are doing amazing in creating alignment. Try addressing some of the following to deepen team alignment:1. Re-validate your team’s true purpose. Ask, why does your team exist? What is the real service you provide to the company? What business are you in? Address any cracks that may be emerging with time, new hires etc.2. Link behaviours that demonstrate alignment to core values and purpose to incentives (positive and negative)3. Consistently communicate purpose and values (internal and external) – not as a chant to memorize but in very specific contexts. Show people that every decision in the business can be aligned to the values and purpose – if it is not aligned it is rejected. 4. Develop HR policies that market, attract, retain and terminate based on company values.5. As you deepen alignment and display a culture that exemplifies your core values and purpose in this world capitalize on this as a competitive differentiator. Align your key stakeholders and customers with your purpose and values.6. Keep up the amazing leadership and sustain that momentum!Topic/Question 2 results text 1-3Vulnerability is the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome.The willingness and ability to leverage vulnerability is the foundational skill of courage-building. Our capacity for leadership will never be greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our first challenge is overcoming the mindsets we have learned and bought into over the years. A lot of us either avoid vulnerable scenarios, armour up for them, or completely tap out when it gets too uncomfortable or awkward.Without vulnerability, there is no leadership growth.Vulnerability is an important growth area for you. Consider the following:1. Shift your thinking from one where being vulnerable show weakness to one where being vulnerable is extremely courageous It is!2. Open communication is always an effective first step. Find a couple of low-risk areas that provide you with a bit of discomfort to share with people in a meaningful context.3. Have the willingness to expose yourself by sharing your emotions and true intentions. Others will also grow – trust will deepen – providing you with more leadership influence.Topic/Question 2 results text 4-6Vulnerability is the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome.The willingness and ability to leverage vulnerability is the foundational skill of courage-building. Our capacity for leadership will never be greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our first challenge is overcoming the mindsets we have learned and bought into over the years. A lot of us either avoid vulnerable scenarios, armour up for them, or completely tap out when it gets too uncomfortable or awkward.Without vulnerability, there is no leadership growth.Vulnerability is an important growth area for you. Consider the following:1. Shift your thinking from one where being vulnerable show weakness to one where being vulnerable is extremely courageous It is!2. Open communication is always an effective first step. Find a couple of low-risk areas that provide you with a bit of discomfort to share with people in a meaningful context.3. Have the willingness to expose yourself by sharing your emotions and true intentions. Others will also grow – trust will deepen – providing you with more leadership influence.Topic/Question 2 results text 7-9Vulnerability is the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome.The willingness and ability to leverage vulnerability is the foundational skill of courage-building. Our capacity for leadership will never be greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our first challenge is overcoming the mindsets we have learned and bought into over the years. A lot of us either avoid vulnerable scenarios, armour up for them, or completely tap out when it gets too uncomfortable or awkward.Without vulnerability, there is no leadership growth.Congratulations and shifting your mindset to embrace vulnerability as courage versus weakness.Consider the following to further deepen your capacity for vulnerability. 1. Open communication is critical. Find a couple of areas that although risky, if shared would help others in your team grow as leaders. show them it is OK to not know the answer. 2. Have the willingness to expose yourself by sharing your emotions and true intentions. Others will also grow – trust will deepen – providing you with more leadership influence. Take it to a bigger stage – go beyond individual conversations.3. Reach out to others on your team and ask for help in areas where you need to grow – even as the leader.4. Find an area where you may need to admit your faults, sharing these will establish authentic humility and further deepen trust.Topic/Question 2 results text 10-12Vulnerability is the emotion that we experience during times of uncertainty, risk, and emotional exposure. It’s having the courage to show up, fully engage, and be seen when you can’t control the outcome.The willingness and ability to leverage vulnerability is the foundational skill of courage-building. Our capacity for leadership will never be greater than our capacity for vulnerability.Most of us didn’t grow up believing vulnerability was courageous, so our first challenge is overcoming the mindsets we have learned and bought into over the years. A lot of us either avoid vulnerable scenarios, armour up for them, or completely tap out when it gets too uncomfortable or awkward.Without vulnerability, there is no leadership growth.Congratulations and shifting your mindset to embrace vulnerability as courage versus weakness. Consider the following to further deepen your capacity for vulnerability. 1. Open communication is critical. Find a couple of areas that although risky, if shared would help others in your team grow as leaders. Show them it is OK to not know the answer.2. Have the willingness to expose yourself by sharing your emotions and true intentions. Others will also grow – trust will deepen – providing you with more leadership influence. Take it to a bigger stage – go beyond individual conversations.3. Reach out to others on your team and ask for help in areas where you need to grow – even as the leader.4. Find an area where you may need to admit your faults, sharing these will establish authentic humility and further deepen trust.Topic/Question 3 results text 1-3When you speak, you repeat what you know. When you listen, you learn something new. Listening is a difficult skill to acquire as it forces us to be more aware, connected, curious, non-judgemental and open. Master this and you will significantly deepen the level of trust and influence you have with people. This is just as powerful at home with your family as it is in the workplace.When listening as a leader you are attempting to show up in a way that builds mutual trust. This requires listening with your eyes, heart and ears. Learn to acknowledge what people are saying but also what they are showing you with their body language and tone. Tell people what you believe you are seeing and hearing to ensure you are on the same page as to the intent and underlying issues. Ultimately you are conveying that you care about the person, you are sincerely interested in hearing their ideas and feedback. At this time, it appears you are at the beginning of building your listening capacity. Here are a few tips to help get you to the next level:1. Shift your listening so you are not considering the impact on you. Listen for what is happening to them.2. Get rid of all distraction so you can listen. No multitasking (phones, computers, email etc.)3. Focus on listening to understand not to respond. This can be hard, but it is essential.4. Don’t interrupt – even wait a bit after their done to speak, they may still be processing.5. Learn to become comfortable with the “pregnant pause”, those awkward moments of silence after you ask a question. Rest in the silence, this is where insight arises.Make gestures that show you understand, nodding, say I understand, uh-huh.Topic/Question 3 results text 4-6When you speak, you repeat what you know. When you listen, you learn something new.Listening is a difficult skill to acquire as it forces us to be more aware, connected, curious, non-judgemental and open. Master this and you will significantly deepen the level of trust and influence you have with people. This is just as powerful at home with your family as it is in the workplace.When listening as a leader you are attempting to show up in a way that builds mutual trust. This requires listening with your eyes, heart and ears. Learn to acknowledge what people are saying but also what they are showing you with their body language and tone. Tell people what you believe you are seeing and hearing to ensure you are on the same page as to the intent and underlying issues. Ultimately you are conveying that you care about the person, you are sincerely interested in hearing their ideas and feedback. At this time, it appears you are at the early stages of developing your listening capacity. Here are a few tips to help get you to the next level:1. Shift your listening so you are not considering the impact on you. Listen to what is happening to them.2. Get rid of all distraction so you can listen. No multitasking (phones, computers, email etc.)3. Suspend judgement about the person you are listening to, believe they are possible of anything. (otherwise, they are not and you will only hear your bias)4. Focus on listening to understand not to respond. This can be hard, but it is essential.5. Don’t interrupt – even wait a bit after their done to speak, they may still be processing.6. Learn to become comfortable with the “pregnant pause”, those awkward moments of silence after you ask a question. Rest in the silence, this is where insight arises.7. Make gestures that show you understand, nodding, say I understand, uh-huh.8. Paraphrase feedback to validate your understanding and to empathize without judgement. (ex: what I hear you saying is …; It sounds like you are …)Topic/Question 3 results text 7-9When you speak, you repeat what you know. When you listen, you learn something new.Listening is a difficult skill to acquire as it forces us to be more aware, connected, curious, non-judgemental and open. Master this and you will significantly deepen the level of trust and influence you have with people. This is just as powerful at home with your family as it is in the workplace.When listening as a leader you are attempting to show up in a way that builds mutual trust. This requires listening with your eyes, heart and ears. Learn to acknowledge what people are saying but also what they are showing you with their body language and tone. Tell people what you believe you are seeing and hearing to ensure you are on the same page as to the intent and underlying issues. Ultimately you are conveying that you care about the person, you are sincerely interested in hearing their ideas and feedback. At this time, it appears you are nearing mastery of your listening capacity. Here are a few tips to help get you to the next level:1. Shift your listening to what is not being said to truly understand the meaning of the words.2. Continue to suspend judgement about the person you are listening to, believe they are possible of anything. (otherwise, they are not, and you will only hear your bias)3. Focus on listening to understand not to respond. This can be hard, but it is essential.4. Don’t interrupt – even wait a bit after their done to speak, they may still be processing.5. Learn to become comfortable with the “pregnant pause”, those awkward moments of silence after you ask a question. Rest in the silence, this is where insight arises.6. Make gestures that show you understand, nodding, say I understand, uh-huh.7. Paraphrase feedback to validate your understanding and to empathize without judgement. (ex: what I hear you saying is …; It sounds like you are …)8. Encourage respect and understanding with your words and offer advice is appropriate.Topic/Question 3 results text 10-12When you speak, you repeat what you know. When you listen, you learn something new.Listening is a difficult skill to acquire as it forces us to be more aware, connected, curious, non-judgemental and open. Master this and you will significantly deepen the level of trust and influence you have with people. This is just as powerful at home with your family as it is in the workplace.When listening as a leader you are attempting to show up in a way that builds mutual trust. This requires listening with your eyes, heart and ears. Learn to acknowledge what people are saying but also what they are showing you with their body language and tone. Tell people what you believe you are seeing and hearing to ensure you are on the same page as to the intent and underlying issues. Ultimately you are conveying that you care about the person, you are sincerely interested in hearing their ideas and feedback. At this time, it appears you have near-mastery of listening capacity. Here are a few tips to help sustain this skill:1. Shift your listening to what is not being said to truly understand the meaning of the words.2. Continue to suspend judgement about the person you are listening to, believe they are possible of anything. (otherwise, they are not, and you will only hear your bias)3. Focus on listening to understand not to respond. This can be hard, but it is essential.4. Don’t interrupt – even wait a bit after their done to speak, they may still be processing.5. Learn to become comfortable with the “pregnant pause”, those awkward moments of silence after you ask a question. Rest in the silence, this is where insight arises.6. Make gestures that show you understand, nodding, say I understand, uh-huh.7. Paraphrase feedback to validate your understanding and to empathize without judgement. (ex: what I hear you saying is …; It sounds like you are …)8. Encourage respect and understanding with your words and offer advice is appropriate.Topic/Question 4 results text 1-3Recognizing employees is critical to fostering a positive and productive work environment. We want to be recognized as an important part of a group and to feel a sense of achievement for good work and time put in. An ‘atta boy’ or pat on the back feels good. It is a short-term strategy for engagement as it is most often task/event specific and these things fade into history.Appreciation is something we all need. People respond to sincere appreciation shared through acknowledgement of their values, how they show up and the impact they are creating in your business. It is about telling people you see who they are and truly value them in your workplace. Appreciation has a long-term impact.Implementing and leading optimal structures, processes and balance of recognition and acknowledgement is an important leadership function.I see you are beginning out on this journey, here are a few tips to help you develop greater consistency and impact in this area:1. Recognize or show your appreciation as soon as possible after the event or action you want to point out.2. If you intentionally look for the good, you’ll see it and others will notice.3. Be specific. Avoid general statements. 4. Connect the action or behaviour to the bigger vision, values, and purpose.5. Keep it brief. Long, detailed compliments come off insincere and scripted.6. Create a process that will allow you to sustain consistency – even if it has to be a reminder once per week. Repeating it for a few weeks will create a more natural habit and with time it will become your way of doing business.7. Show interest in people – a simple, “good morning how are you?” (and waiting for the answer) can go a long way.8. Look for chances to put your thoughts in writing – a paper written note is powerful.9. Think about a recognition policy to support actions aligned to values, strategy and outcomes – peer recognition is most appreciated.Topic/Question 4 results text 4-6Recognizing employees is critical to fostering a positive and productive work environment. We want to be recognized as an important part of a group and to feel a sense of achievement for good work and time put in. An ‘atta boy’ or pat on the back feels good. It is a short-term strategy for engagement as it is most often task/event specific and these things fade into history.Appreciation is something we all need. People respond to sincere appreciation shared through acknowledgement of their values, how they show up and the impact they are creating in your business. It is about telling people you see who they are and truly value them in your workplace. Appreciation has a long-term impact.Implementing and leading optimal structures, processes and balance of recognition and acknowledgement is an important leadership function.I see you are starting to advance on this journey, here are a few tips to help you develop greater consistency and impact in this area:1. Recognize or show your appreciation as soon as possible after the event or action you want to point out.2. If you intentionally look for the good, you’ll see it and others will notice.3. Vary the types of recognition you give.4. Make recognition transparent.5. Connect the action or behaviour to the bigger vision, values, and purpose.6. Keep it brief. Long, detailed compliments come off insincere and scripted.7. Create a process that will allow you to sustain consistency – even if t has to a be a reminder once per week. Repeating it for a few weeks will create a more natural habit and with time it will become your way of doing business.8. Show interest in people – a simple, “good morning how are you” (and waiting for the answer) can go a long way.9. Look for chances to put your thoughts in writing – a paper written note is powerful.10. Think about a recognition policy to support actions aligned to values, strategy and outcomes – peer recognition is most appreciated.Topic/Question 4 results text 7-9Recognizing employees is critical to fostering a positive and productive work environment. We want to be recognized as an important part of a group and to feel a sense of achievement for good work and time put in. An ‘atta boy’ or pat on the back feels good. It is a short-term strategy for engagement as it is most often task/event specific and these things fade into history.Appreciation is something we all need. People respond to sincere appreciation shared through acknowledgement of their values, how they show up and the impact they are creating in your business. It is about telling people you see who they are and truly value them in your workplace. Appreciation has a long-term impact.Implementing and leading optimal structures, processes and balance of recognition and acknowledgement is an important leadership function.I see you are starting to advance on this journey, here are a few tips to help you develop greater consistency and impact in this area:1. If you intentionally look for the good, you’ll see it and others will notice.2. Use a wide variety of constantly changing ways to recognize and appreciate contributions.3. Connect the action or behaviour to the bigger vision, values, and purpose.4. Look for chances to put your thoughts in writing – a paper written note is powerful.5. Implement a comprehensive recognition program (leverage technology) to support actions aligned to values, strategy and outcomes – peer recognition is most appreciated.6. Eliminate ambiguity surrounding what is to be rewarded and recognized and by whom.7. Incorporate appraisals with frequent performance discussions and coaching based on 360-degree feedback.8. Continue to sincerely acknowledge people for who they are with authenticity.Topic/Question 4 results text 10-12Recognizing employees is critical to fostering a positive and productive work environment. We want to be recognized as an important part of a group and to feel a sense of achievement for good work and time put in. An ‘atta boy’ or pat on the back feels good. It is a short-term strategy for engagement as it is most often task/event specific and these things fade into history.Appreciation is something we all need. People respond to sincere appreciation shared through acknowledgement of their values, how they show up and the impact they are creating in your business. It is about telling people you see who they are and truly value them in your workplace. Appreciation has a long-term impact.Implementing and leading optimal structures, processes and balance of recognition and acknowledgement is an important leadership function.I see you are starting to advance on this journey, here are a few tips to help you develop greater consistency and impact in this area:1. If you intentionally look for the good, you’ll see it and others will notice.2. Use a wide variety of constantly changing ways to recognize and appreciate contributions.3. Connect the action or behaviour to the bigger vision, values, and purpose.4. Look for chances to put your thoughts in writing – a paper written note is powerful.5. Implement a comprehensive recognition program (leverage technology) to support actions aligned to values, strategy and outcomes – peer recognition is most appreciated.6. Eliminate ambiguity surrounding what is to be rewarded and recognized and by whom.7. Incorporate appraisals with frequent performance discussions and coaching based on 360-degree feedback.8. Continue to sincerely acknowledge people for who they are with authenticity.Topic/Question 5 results text 1-3As a leader you play a powerful role in setting the overall tone and direction of an organization, effectively setting the stage for a more positive employee experience.One of the most common misconceptions is that employee engagement exists as a binary, on-or-off switch. The truth is, engagement exists on a spectrum. Typically, organizations will have some combination of employees who are fully engaged, a neutral group, a disengaged group, and an actively disengaged group. Based on your response, it appears you have an actively disengaged team.ith this said it would be valuable for you to work with someone who can help you assess the level of engagement and the key drivers for the current state. Questions we recommend you ask are:1. Do you know what is expected of you at work?2. Do you have the materials and equipment to do your work right?3. At work, do you have the opportunity to do what you do best every day?4. In the last seven days, have you received recognition or praise for doing good work?5. Does your supervisor, or someone at work, seem to care about you as a person?6. Is there someone at work who encourages your development?7. At work, do your opinions seem to count?8. Does the mission/purpose of your company make you feel your job is important?9. Are your associates (fellow employees) committed to doing quality work?10. Do you have a best friend at work?11. In the last six months, has someone at work talked to you about your progress?12. In the last year, have you had opportunities to learn and grow?Tips to grow your level of engagement to the next level:1. Conduct an employee engagement assessment, share and act on findings2. Ensure your people have absolute clarity on roles and responsibilities and how that links to the organization's vision and values 3. Talk about expectation and validate alignment4. Ensure your team has all the tools, technology and materials to complete their work.Topic/Question 5 results text 4-6As a leader you play a powerful role in setting the overall tone and direction of an organization, effectively setting the stage for a more positive employee experience.One of the most common misconceptions is that employee engagement exists as a binary, on-or-off switch. The truth is, engagement exists on a spectrum. Typically, organizations will have some combination of employees who are fully engaged, a neutral group, a disengaged group, and an actively disengaged group. Based on your response, it appears you have a disengaged team.With this said, it would be valuable for you to work with someone who can help you assess the level of engagement and the key drivers for the current state.Tips to grow your level of engagement to the next level:1. Ensure each member of your team has someone that cares about and is ‘assigned’ to supports achievement of their objectives2. Ensure employees feel that someone not only cares about their productivity but also for them as a person, and takes time to get to know them3. Ensure each employee has someone recognize their work and share positive and helpful feedback with them weekly4. Understand what the employee is best at and ensure they have a chance to do that so they can feel their best every day.Topic/Question 5 results text 7-9Well done, you have embraced your leadership responsibility and have engaged your employees at the basic and individual need level. Let’s not stop here!As a leader you play a powerful role in setting the overall tone and direction of an organization, effectively setting the stage for a more positive employee experience.One of the most common misconceptions is that employee engagement exists as a binary, on-or-off switch. The truth is, engagement exists on a spectrum. Typically, organizations will have some combination of employees who are fully engaged, a neutral group, a disengaged group, and an actively disengaged group. Based on your response, it appears you have a neutral/engaged team.With this said, it would be valuable for you to work with someone who can help you assess the level of engagement and the key drivers for the current state.Tips to grow your level of engagement to the next level:1. As a leader ensure there are opportunities for people to collaborate at work but also to socialize. People are much more engaged if they feel they have a good friend at work – foster an environment that supports this.2. Consistently reinforce the "how" employee’s roles are directly linked to the vision and mission of the organization. Use examples to show them – this will boost their sense of purpose and value.3. Ensure there are opportunities for employees to share their voice in a way that makes a difference in company outcomes and that they receive updates as to how their feedback was used. Engaging employees during strategic planning for input is a great example.4. Hold all employees accountable to do great work. Seeing others underperform without consequence can lead to disengagement of high performers.Topic/Question 5 results text 10-12As a leader, a part of your role is to inspire people to take action. Change leadership is about the phases of change and the emotions associated with those phases, those that people must navigate through. Change leadership requires leaders to address beliefs and mindsets and to develop the practices and behaviours that help people adapt to change. In contrast, to change management which is an outside-in process with a focus on structures, systems and processes, change leadership is the inside-out element of meeting the change challenge. It’s about enlisting people in change and keeping them committed throughout, in the face of uncertainties, fears, and distractions.You have inspired people to the Action phase of change – this is amazing. Consider the following tips to sustain this and take it to the next level:1. Acknowledge and embrace the imperative to both lead change and manage change.2. Share with your managers that part of their job is to guide other people through the emotional upheaval that comes with change.3. Invest in key individuals to develop the mindsets, competencies and toolsets to be effective leaders of change.4. Reframe the change message in a way that inspires employees and senior leaders.5. Always be listening to the concerns of those close to the front lines as their insights and experience are critical to execution success.With effective change leadership, organizations will overcome the pitfalls of failed change efforts and drive towards a stronger, more effective, and more prosperous future.Topic/Question 6 results text 1-3Empowering your employees is based on a simple concept, give your employees more input and control over their work and allowing them to make suggestions about improving the organization – but in practice, it can be surprisingly difficult to achieve.Having empowered employees has several advantages. It allows your employees to think creatively and critically, which can help to find unique solutions to problems. It also increases job satisfaction, motivation and loyalty towards the organization, all of which lead to stronger productivity and longer employee retention. And of course, it will enhance your quality of lie as you learn to fully empower others in their strengths.It sounds like now you have involved versus empowered employees. Consider the following:1. The first step is, as a leader, wanting to give power to your employees. This may sound simple, but it’s often where the process breaks down, as it requires you to relinquish some of your control to your employees. If for some reason you don’t want this to happen, you should re-evaluate why you want your employees to be empowered and what benefits it will bring to yourself and the organization.2. You also need to watch your behaviour when things go wrong. It’s easy to empower people when there is little risk, but it can be seriously tempting to wrench control back when things don’t go to plan. Rather than doing that, try and keep a learning approach – “that was interesting, what did we learn, how are we going to do this better”?3. Examine your environment for hindrances to empowerment and remove these things.4. Pick a few low-risk items you can let go of and delegate to staff – let them know how important the task is and how them owning it helps the business, you and ultimately them. Perhaps minor operational decisions, comps or discounts, directly engaging the customer etc.Topic/Question 6 results text 4-6Empowering your employees is based on a simple concept, give your employees more input and control over their work and allowing them to make suggestions about improving the organization – but in practice, it can be surprisingly difficult to achieve.Having empowered employees has several advantages. It allows your employees to think creatively and critically, which can help to find unique solutions to problems. It also increases job satisfaction, motivation and loyalty towards the organization, all of which lead to stronger productivity and longer employee retention. And of course, it will enhance your quality of lie as you learn to fully empower others in their strengths.It sounds like now you have a mix of involved and partially empowered employees. Consider the following:1. The next step is being able to empower your employees effectively. This requires the leader to take a step back and allow their employees to take charge of the situation, while still guiding their work in the right direction.2. Many leaders may not have the skills to effectively delegate work. A common statement from leaders is, “I don’t have time to delegate, it’s quicker just to do it myself”. If this sounds like you, you may consider developing or refining the skills you need to delegate work effectively. Don’t get caught in this vortex of an excuse.3. Pick a few medium risk initiatives you can let go of and delegate to staff – let them know how important the task is and how them owning it helps the business, you and ultimately them. Ex: major operational decisions, cash and credit refunds, independent sales callsTopic/Question 6 results text 7-9Empowering your employees is based on a simple concept, give your employees more input and control over their work and allowing them to make suggestions about improving the organization – but in practice, it can be surprisingly difficult to achieve.Having empowered employees has several advantages. It allows your employees to think creatively and critically, which can help to find unique solutions to problems. It also increases job satisfaction, motivation and loyalty towards the organization, all of which lead to stronger productivity and longer employee retention. And of course, it will enhance your quality of lie as you learn to fully empower others in their strengths.It sounds like now you have partially empowered employees. Consider the following:1. The next step is trusting in your employee’s motivation and ability. If your employees are demotivated, which can happen for several reasons, they will not want the responsibility that comes with empowerment. If your employees lack confidence, try mentoring or training them, or start by delegating smaller responsibilities to build up their confidence.2. Even if employees are willing to act autonomously, they may not have the skills or training to perform tasks independently. If so, consider training or coaching them, or arrange for them to attend development seminars or courses to build up their skills.3. Pick a few higher-risk initiatives you can let go of and delegate to staff – let them know how important the task is and how them owning it helps the business, you and ultimately them. Ex: contract or legal issues, regulatory issues, public communicationTopic/Question 6 results text 10-12Empowering your employees is based on a simple concept, give your employees more input and control over their work and allowing them to make suggestions about improving the organization – but in practice, it can be surprisingly difficult to achieve.Having empowered employees has several advantages. It allows your employees to think creatively and critically, which can help to find unique solutions to problems. It also increases job satisfaction, motivation and loyalty towards the organization, all of which lead to stronger productivity and longer employee retention. And of course, it will enhance your quality of lie as you learn to fully empower others in their strengths.It sounds like now you have successfully empowered employees. Consider the following next steps:1. Assign increasingly challenging tasks. Continue to empower employees by encouraging them to grow their skills, assign increasingly challenging projects and assignments. Individuals can increase their feelings of competency by have accomplished similar tasks in the past. Previous successes raise mastery expectations, while repeated failures lower them.2. Deeper their involvement in strategy and its execution. Employees can be empowered by giving them control and input to the strategy and its implementation. This gives them high-risk decisions making authority. Very empowering.3. Consistently coach employees. Through coaching and feedback regarding performance, people can be led, through suggestion, to believe that they can successfully perform any function. By repeatedly telling direct reports ‘you can do this’, they are more likely to be successful at the task. However, it crucial that the objective is believable, and that coach is perceived to be trustworthy.4. Pick a few higher-risk initiatives you can let go of and delegate to staff – let them know how important this is and how them owning it helps the business, you and ultimately them. Ex: contract or legal issues, signing authority, strategic decisions, public communication, acting in charge for you when you are away (with decision-making authority)Topic/Question 7 results text 1-3As a leader, a part of your role is to inspire people to take action. Change leadership is about the phases of change and the emotions associated with those phases, those that people must navigate through. Change leadership requires leaders to address beliefs and mindsets and to develop the practices and behaviours that help people adapt to change. In contrast, to change management which is an outside-in process with a focus on structures, systems and processes, change leadership is the inside-out element of meeting the change challenge. It’s about enlisting people in change and keeping them committed throughout, in the face of uncertainties, fears, and distractions.As you begin your change maturity journey consider the following tips;1. Clearly articulate the need for change, list the drivers, talk about the return in investment, link it to the individual2. At this stage, people may feel it is hopeless, that the change is just too much – assure them this is not the case and that you can do it to3. With your authority as a leader, you hold people in the organization accountable for the change. You uphold agreements and make sure others do the same. Don’t let people get away with not changing, and work to understand the underlying reasons so they can remove obstacles. Leaders follow through on delivering consequences when people don’t do their part. Leaders are exacting and fair.4. Consistently emphasize the importance of the change as others try to minimize or rationalize itWith effective change leadership, organizations will overcome the pitfalls of failed change efforts and drive towards a stronger, more effective, and more prosperous future.Topic/Question 7 results text 4-6As a leader, a part of your role is to inspire people to take action. Change leadership is about the phases of change and the emotions associated with those phases, those that people must navigate through. Change leadership requires leaders to address beliefs and mindsets and to develop the practices and behaviours that help people adapt to change. In contrast, to change management which is an outside-in process with a focus on structures, systems and processes, change leadership is the inside-out element of meeting the change challenge. It’s about enlisting people in change and keeping them committed throughout, in the face of uncertainties, fears, and distractions.You have inspired people to the contemplation phase of change – this is a good step. Consider the following tips to take it to the next level:1. People see the need for change, now they need to feel a desire to change. Meet people where they are to understand their resistance. What are their fears about the change, loss of job, different task, new team etc. Maintain open and honest communication and address their fears in a way that makes helps them understand it going to be OK.2. Show people how the change will positively impact them – show them what’s in it for me (WIIFM). NOTE: people are 2X more likely to respond to elimination of a fear / pain than a gain. Appeal to emotion and inspire desire.With effective change leadership, organizations will overcome the pitfalls of failed change efforts and drive towards a stronger, more effective, and more prosperous future.Topic/Question 7 results text 7-9As a leader, a part of your role is to inspire people to take action. Change leadership is about the phases of change and the emotions associated with those phases, those that people must navigate through. Change leadership requires leaders to address beliefs and mindsets and to develop the practices and behaviours that help people adapt to change. In contrast, to change management which is an outside-in process with a focus on structures, systems and processes, change leadership is the inside-out element of meeting the change challenge. It’s about enlisting people in change and keeping them committed throughout, in the face of uncertainties, fears, and distractions.You have inspired people to the preparation phase of change – this is a good step. Consider the following tips to take it to the next level:1. Establish a consistent communication tempo regarding the change (it takes people 7X to truly hear the message).2. Deepen the link between the change purpose and the employee purpose. This takes investing time to go beyond communicating and to connect with your audience.3. Reinforce and hold people for collaboration surrounding the change – do not allow any silos to form.4. Never lose sight of those affected by the change, consistently get their feedback – if they build it they will buy it. Ultimately this is what you want – the adoption of the change.5. Continue to lead by example. Everyone will watch you and for opinions of your leadership. This will set the tone for future changes and trust. With effective change leadership, organizations will overcome the pitfalls of failed change efforts and drive towards a stronger, more effective, and more prosperous future.Topic/Question 7 results text 10-12As a leader, a part of your role is to inspire people to take action. Change leadership is about the phases of change and the emotions associated with those phases, those that people must navigate through. Change leadership requires leaders to address beliefs and mindsets and to develop the practices and behaviours that help people adapt to change. In contrast, to change management which is an outside-in process with a focus on structures, systems and processes, change leadership is the inside-out element of meeting the change challenge. It’s about enlisting people in change and keeping them committed throughout, in the face of uncertainties, fears, and distractions.You have inspired people to the Action phase of change – this is amazing. Consider the following tips to sustain this and take it to the next level:· Acknowledge and embrace the imperative to both lead change and manage change.· Share with you managers that part of their job is to guide other people through the emotional upheaval that comes with change.· Invest in key individuals to develop the mindsets, competencies and toolsets to be effective leaders of change.· Reframe the change message in a way that inspires employees and senior leaders.· Always be listening to the concerns of those close to the front lines as their insights and experience are critical to execution success.With effective change leadership, organizations will overcome the pitfalls of failed change efforts and drive towards a stronger, more effective, and more prosperous future.Topic/Question 8 results text 1-3As a leader, you inspire accountability by accepting responsibility before placing blame.Accountability is a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results. See It, Own It, Solve It, and Do It.Engaging your team with consistent language and approach builds positive energy and momentum. People will own and incorporate accountability into daily work as teams and individuals. When accountability is supported with clarity and consistency throughout the company new results will become evident. Below are just a few the positive impacts of a highly accountable culture:· Breeds excellence through consequence and reward· Ensures ownership reducing wasting and increasing productivity· Builds trust due to a high level of transparency and clarity· Reinforces the mission through alignment with values and purpose· Empowers the team and provides a sense of leadership and commitmentConsider the following actions to take your leadership accountability to the next stage:1. Define what accountability looks like in your company – understand what a lack of accountability has been costing you and think about what positive impacts a highly accountable team could have on the business2. Link accountability directly to your core values, purpose and strategic outcomes3. Share the accountability expectations with everyone. The most important part of having good accountability habits is getting buy-in from the teams.4. Consider a simple tool like SMART Goals and a RACI Matrix (Responsible, Accountable, Consulted, Informed) to help you clarify expectations surrounding accountability – remove any ambiguity.5. Enable Success – make sure everyone has whatever resources, skills, permission, etc. they need to succeed6. Outlaw “blame” (below the line behaviours) – call people out who blatantly pass the buck and make it about people other than themselves7. Reward members who take initiative, personally invest in results and take ownership8. Use appropriate and understood consequences when people refuse to participate9. No consequences – No accountabilityTopic/Question 8 results text 4-6As a leader, you inspire accountability by accepting responsibility before placing blame.Accountability is a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results. See It, Own It, Solve It, and Do It.Engaging your team with consistent language and approach builds positive energy and momentum. People will own and incorporate accountability into daily work as teams and individuals. When accountability is supported with clarity and consistency throughout the company new results will become evident. Below are just a few the positive impacts of a highly accountable culture:· Breeds excellence through consequence and reward· Ensures ownership reducing wasting and increasing productivity· Builds trust due to a high level of transparency and clarity· Reinforces the mission through alignment with values and purpose· Empowers the team and provides a sense of leadership and commitmentConsider the following actions to take your leadership accountability to the next stage:1. Reinforce what accountability looks like in your company2. Link accountability directly to your core values, purpose and strategic outcomes – use examples of success when working with your teams3. Consider a simple tool like SMART Goals and a RACI Matrix (Responsible, Accountable, Consulted, Informed) to help you clarify expectations surrounding accountability – remove any ambiguity.4. Enable Success – make sure everyone has whatever resources, skills, permission, etc. they need to succeed5. Outlaw “blame” (below the line behaviours) – call people out who blatantly pass the buck and make it about people other than themselves6. Reward members who take initiative, personally invest in results and take ownership7. Use appropriate and understood consequences when people refuse to participate8. No consequences – No accountabilityTopic/Question 8 results text 7-9As a leader, you inspire accountability by accepting responsibility before placing blame.Accountability is a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results. See It, Own It, Solve It, and Do It.Engaging your team with consistent language and approach builds positive energy and momentum. People will own and incorporate accountability into daily work as teams and individuals. When accountability is supported with clarity and consistency throughout the company new results will become evident. Below are just a few the positive impacts of a highly accountable culture:· Breeds excellence through consequence and reward· Ensures ownership reducing wasting and increasing productivity· Builds trust due to a high level of transparency and clarity· Reinforces the mission through alignment with values and purpose· Empowers the team and provides a sense of leadership and commitmentConsider the following actions to take your leadership accountability to the next stage:1. Reinforce the link between accountability, core values, purpose and strategic outcomes – use examples/stories of success when working with your teams2. Consider a simple tool like SMART Goals and a RACI Matrix (Responsible, Accountable, Consulted, Informed) to help you clarify expectations surrounding accountability – remove any ambiguity.3. Outlaw “blame” (below the line behaviours) – call people out who blatantly pass the buck and make it about people other than themselves4. Reward members who take initiative, personally invest in results and take ownership5. Coach employees on their deeply held beliefs and experiences that may be holding them back6. No consequences – No accountabilityTopic/Question 8 results text 10-12As a leader, you inspire accountability by accepting responsibility before placing blame.Accountability is a personal choice to rise above one’s circumstances and demonstrate the ownership necessary for achieving desired results. See It, Own It, Solve It, and Do It.Engaging your team with consistent language and approach builds positive energy and momentum. People will own and incorporate accountability into daily work as teams and individuals. When accountability is supported with clarity and consistency throughout the company new results will become evident. Below are just a few the positive impacts of a highly accountable culture:· Breeds excellence through consequence and reward· Ensures ownership reducing wasting and increasing productivity· Builds trust due to a high level of transparency and clarity· Reinforces the mission through alignment with values and purpose· Empowers the team and provides a sense of leadership and commitmentCongratulations on achieving an accountability culture – this is not easy and you deserve to be acknowledged. Consider the following actions to take your leadership accountability to the next level:1. Regularly reinforce the link between accountability, core values, purpose and strategic outcomes – use examples/stories of success when working with your teams2. Integrate accountability into your onboarding process3. Continuously improve your accountability tools, processes and policies4. Reward members who take initiative, personally invest in results and take ownership5. Continue to coach employees on their deeply held beliefs and experiences that may be holding them back6. Use your culture s a competitive differentiator7. Embed accountability into third party and customer relationships 8. Focus, focus, focusTopic/Question 9 results text 1-3As a leader, becoming innovative is crucial. If you focus only on operational improvements in you will struggle for relevance in a highly competitive environment that has a massive choice, changed expectations and increased power. Customers have a different understanding of value that businesses must meet.Important to note is that ultimately innovation is about the people. It’s not about strategy and technology, it begins with people. An innovation strategy or technology won’t succeed unless people have a creation and execution mindset. Remember, innovation is not a genetic skill, it is a learned way of thinking empowered by leadership.Senior executives almost unanimously, 94 percent, say that people and corporate culture are the most important drivers of innovation.Based on your response you are in your beginning stages of Innovation. Think about how the actions below could enhance an innovation mindset.1. Define the kind of innovations that would support your strategic objectives and share your thoughts with your teams.2. Include innovation in your regular leadership and team meetings. Begin the conversation of why it is important and link people’s thinking to the concept.3. Put together a few metrics that you can measure to show improvement in your innovative abilities. Remember it is learned and will get better with time.Topic/Question 9 results text 4-6As a leader, becoming innovative is crucial. If you focus only on operational improvements in you will struggle for relevance in a highly competitive environment that has a massive choice, changed expectations and increased power. Customers have a different understanding of the value that businesses must meet. Important to note is that ultimately innovation is about the people. It’s not about strategy and technology, it begins with people. An innovation strategy or technology won’t succeed unless people have a creation and execution mindset. Remember, innovation is not a genetic skill, it is a learned way of thinking empowered by leadership. Senior executives almost unanimously, 94 percent, say that people and corporate culture are the most important drivers of innovation. Based on your response you have recognized a need for innovation but have not taken it on as a leadership responsibility. Think about how the actions below could enhance an innovation mindset. 1. Define the kind of innovations that would support your strategic objectives and share your thoughts with your teams.2. Include innovation in your regular leadership and team meetings. Begin the conversation of why it is important and link people’s thinking to the concept.3. Put together a few metrics that you can measure to show improvement in your innovative abilities. Remember it is learned and will get better with time.4. Establish an innovation model and hold people accountable to implement it.5. Select key leaders in your organization to coach others in innovation.6. Allow for appropriate training to build capacity and confidence.7. Create some quick wins for people to succeed.Topic/Question 9 results text 7-9As a leader, becoming innovative is crucial. If you focus only on operational improvements in you will struggle for relevance in a highly competitive environment that has a massive choice, changed expectations and increased power. Customers have a different understanding of the value that businesses must meet.Important to note is that ultimately innovation is about the people. It’s not about strategy and technology, it begins with people. An innovation strategy or technology won’t succeed unless people have a creation and execution mindset. Remember, innovation is not a genetic skill, it is a learned way of thinking empowered by leadership.Senior executives almost unanimously, 94 percent, say that people and corporate culture are the most important drivers of innovation.Based on your response you invested in establishing and innovative culture, think about how the actions below could enhance an innovation mindset even further.1. Report on innovation success in your regular leadership and team meetings.2. Publicly rewards innovative behaviours.3. Establish an innovation model and hold people accountable to implement it.4. Select key leaders in your organization to coach others in innovation.5. Advance from projects (product) innovation to include business model and culture innovation.6. Incorporate a fully integrated innovation program with accountable leadership.Topic/Question 9 results text 10-12As a leader, becoming innovative is crucial. If you focus only on operational improvements in you will struggle for relevance in a highly competitive environment that has a massive choice, changed expectations and increased power. Customers have a different understanding of the value that businesses must meet.Important to note is that ultimately innovation is about the people. It’s not about strategy and technology, it begins with people. An innovation strategy or technology won’t succeed unless people have a creation and execution mindset. Remember, innovation is not a genetic skill, it is a learned way of thinking empowered by leadership.Senior executives almost unanimously, 94 percent, say that people and corporate culture are the most important drivers of innovation.Based on your response you invested and succeeded in establishing and innovative culture, think about how the actions below could enhance an innovation mindset even further.1. Report on innovation success in your regular leadership and team meetings.2. Publicly rewards innovative behaviours.3. Select key leaders in your organization to coach others in innovation.4. Advance from projects (product) innovation to include business model and culture innovation.5. Incorporate a fully integrated innovation program with accountable leadership.6. Include customers and vendors as part of your innovative process.7. Leverage IP for commercial outcomes8. Advance from internal innovation to industry-level innovation leadership.Topic/Question 10 results text 1-3Congratulations on earning a title which affords you authority, someone sees potential in you. Take time now to connect with your team in a meaningful way. Begin to show genuine interest in your team, find ways to connect to build trust to enhance your level of influence. In order to advance, shift your thinking about leadership.1. Titles are not enough2. People, not positions, are a leader’s most valuable asset3. A leader doesn’t need to have all the answers4. Good leaders always include othersHere are a few tips to enhance your influence to the next level.1, Thank the people who invited you into leadership2. Dedicate yourself to Leadership Growth3. Define your Leadership4. Shift from Position to Potential5. Focus on the Vision6. Shift from Rules to Relationships7. Initiate contact with your team members8. Don’t mention your title or position9. Learn to say, “I Don’t Know”10. Find a Leadership CoachTopic/Question 10 results text 4-6You are demonstrating the right attitude with people and they have given you permission to lead them not because they have to, because they want to. You should find that your influence level makes work a bit more enjoyable, the team energy is a bit higher, communication channels are opening up and trust is maturing in the team. In order to move up, shift your thinking about leadership.1. Relationships alone are not enough: there’s more to leadership than influence, now you have to take your people somewhere!2. Building relationships require twofold growth: as well as growing toward each other, people must grow with each other.3. Achieving the vision as a team is worth risking the relationships: risk for the sake of the bigger pictureThings you may want to watch out for are:1. You may appear too soft for some people2. This style can be frustrating for achievers3. People may try to take advantage of you4. It will require openness for you to be effective5. If you are not naturally likable, this may be a challenging space for youHere are a few tips to take your influence to the next level.1. Be sure you have the right attitude toward people2. Focus on Self-mastery—self-awareness, self-image, self-honesty, self -improvement, and self-responsibility3. Express appreciation for each person on your team5. Always know where you are with your team6. Keep it fun8. Give people your undivided attention9. A leadership coach may be able to help youTopic/Question 10 results text 7-9You have relational skills and have been able to demonstrate your abilities within the business. You have been able to tackle tough problems and work through challenging conversations. You are moving people to another level of effectiveness – your influence is working for you.Watch out for:1. Being productive can make you think you’re a leader when you’re not, to be a good leader, you need to do things with and for others, not just yourself.2. Productive leaders feel a heavyweight of responsibility for results—this is one of the costs of effective leadership.3. Leadership requires making difficult decisions – not everyone is going to be happy.4. Leadership demands continual attention to nurturing relationships as well as delivering outcomes.A few belief systems at this level that will enhance your influence include:1. Execution is not enough—don’t just settle for outputs, instead try to achieve higher levels to help change others’ lives.2. People are an organization’s most appreciable asset. So, value them, challenge, and develop them as well as help them grow.3. Empowering leaders is the most effective way to accomplish the vision—invest in your people and your organization will be better.4. People development is the greatest fulfillment for a leader— helping people become better and greater is such a joy.As you continue your leadership journey consider these suggestions to achieve the next level of leadership.1. Be the team member you want on your team2. Translate personal productivity into leadership3. Work through your insecurities4. Recruit the best people you can to develop5. Commit to spending the time needed to develop leaders6. Understand everyone’s productivity niche7. Cast vision continually8. Practice the Pareto Principle (80/20)9. Enlist a confidential sounding board and accountability partner - Create a personal development process togetherTopic/Question 10 results text 10-12Not many people achieve this level of influence and if they do, it’s because they are naturally gifted leaders, you are one of them. You have mastered developing leaders versus followers.Watch out for:1. Being on this level can make you think you’ve arrived—you’re not done growing, leading, or learning.2. Being here can lead you to believe your own press—don’t get carried away with your power and position.3. Being on the Pinnacle can make you lose focus— remain focused on your purpose and vision and continue leading.4. Success Dilemma can set in – you are successful because you have done it that way – if you try something new you will fail – don’t stop growingYou will always have room for growth – here are a few suggestions.1. Remain humble and teachable2. Maintain your core focus3. Create the right inner circle to keep you grounded4. Do what only you can do5. Create a supercharged leadership development environment6. Create room at the top7. Develop your top leaders8. Plan your succession9. Plan your legacy10. 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