WHAT LEADERS DO: A CHECKLIST

WHAT LEADERS DO: A CHECKLIST

Introduction

Recently we designed the first systematic evaluation system so that NFL players could evaluate their coaches. Over 30 years ago Jack Wallace and I developed the first computerized evaluation system so that students could evaluate faculty members at a college. We were at Washington and Lee University and today that evaluation system is widely used throughout the United States on hundreds of college campuses.

In order to evaluate a group or an individual, you need to know what are the key elements of that person’s job or responsibility. We have compressed the leadership literature into list, in a checklist format. This list describes what leaders do in an organizational context. We understand fully that a critical component of leadership is successful leadership of one’s self, although this checklist does not delve into the “lead yourself” aspect of leadership. We hope that you find this checklist useful in rating leaders, in developing leaders and, most importantly, in becoming a more successful leader yourself, starting today.

Checklist 1: People Management:

1.1 Clearly communicates expectations
1.2 Recognizes, acknowledges and rewards achievement
1.3 Inspires others and serves as a catalyst for others to perform in ways they would not undertake without the leader’s support and direction
1.4 Puts the right people in the right positions at the right time with the right resources and right job description
1.5 Secures alignment on what is the right direction for the organization
1.6 Persuades/Encourages people in the organization to achieve the desired results for the organization
1.7 Makes sure not to burn out people in the organization, looking out for their well being as well as the well being of the organization
1.8 Identifies weak signals that suggest impending conflict and deals with the sources of conflict effectively
1.9 Holds people accountable
1.10 Encourages the human capital development of every person in the organization and allocates sufficient resources to this endeavor
1.11 Correctly evaluates the actual performance and the potential of each person in the organization
1.12 Encourages people in the organization to stand up for and express their beliefs
1.13 Creates a non-fear based environment where all persons in the organization can speak the truth as he or she sees it without concern for retaliation
1.14 Able to empathize with those he or she leads

Checklist 2: Strategic Management

2.1 Flexible when necessary to adapt to changing circumstances
2.2 Sets, with input from others including all stakeholders, the long term direction for the organization
2.3 Understands the competitive environment, social trends, competitors, customers and all stakeholders
2.4 Correctly analyzes the risks of all decisions
2.5 Correctly analyzes the returns of all decisions
2.6 Has the ability to focus without losing breadth in his or her ability to see at the outer edges gathering worthwhile information that others miss or fail to see as significant
2.7 Understands the strengths and weaknesses of the organization; how to exploit the strengths and address the weaknesses successfully
2.8 Can develop and implement strategies to improve the strengths and to combat the weaknesses of the organization
2.9 Can identify appropriate partners, strategic alliances and outside resources to tap into to help further the organization’s goals
2.10 Can articulate the values of the organization and develop strategies consistent with the core values
2.11 Demonstrates a strong commitment to diversity and change, improvement
2.12 Demonstrates a strong commitment to creating and sustaining a learning organization (Learning is the foundation for all sustainable change).

Checklist 3: Personal Characteristics

3.1 Lives with honesty and integrity
3.2 Selects people for his or her team who are honest and have high integrity
3.3 Will, passion and desire to succeed
3.4 Willingness to shoulder the responsibility for success (without being a “thunder taker”) and failure (without casting blame)
3.5 Innovative and open to new ideas
3.6 Not willing to accept the ways things are since they can always be improved; never satisfied completely with the status quo
3.7 Smart, intelligent, emotionally strong
3.8 Confident without being arrogant
3.9 Able negotiator
3.10 Willing to be patient
3.11 Decisive when necessary
3.12 Able to think analytically
3.13 Quick learner
3.14 Respectful to all
3.15 Perceptive and sensitive to the needs of others
3.16 Diligent, disciplined and has strong perseverance capabilities
3.17 Comfortable with ambiguity
3.18 Willing to be original
3.19 Informed risk taker

Checklist 4: Process Management

4.1 Able to manage change
4.2 Promotes innovation
4.3 Able to secure resources
4.4 Able to allocate resources
4.5 Great problem solver
4.6 Able to anticipate crises
4.7 Able to handle crisis when it explodes
4.8 Can create and manage budgets
4.9 Can create and manage timelines, work plans
4.10 Great project management skills
4.11 Can translate long term vision into step by step plan
4.12 Able to measure results
4.13 Knows when a process is not working
4.14 Willing to redesign processes as often as necessary

Article by Herb Rubenstein
CEO, Herb Rubenstein Consulting

STING: A SERVANT LEADER

STING: A SERVANT LEADER

Introduction

Sting, the rock star, has put together world class bands throughout his career. Recently, Sting and his band had a concert scheduled in San Diego, California. Bob Hughes, President of Compass Radio, and CEO of K-PRI - FM, arranged an interview with Sting for his radio station.

In preparation for the interview Bob Hughes attended the Sting rehearsal scheduled the afternoon before the concert. Hughes, an accomplished musician in his own right, had heard Sting play many times and knew Sting’s music and great musical talent.

During the rehearsal, Sting raised his hand and stopped the band. He said, “Something is not right. The song doesn’t sound right. Let’s go around and let me know what you think is wrong. Each member of the band then explained why the song was not being played well and made suggestions for how to make it sound better.

After all of the other members of the band gave their ideas and suggestions, Sting then said what he thought was not right with how the song was being played. There was no further discussion about what anyone else said, but everyone got to say what they thought was not right about how the song was being played.

The band immediately jumped back into the song and it sounded great. Rehearsal ended and Bob Hughes went up to Sting to start his interview.

The Interview

Bob began his interview by telling Sting that he noticed that Sting had stopped the band and asked each member what he thought was going wrong with the song. Bob, then said, “Sting, it is obvious that a person of your musical talent knew exactly what was going wrong with the song and you knew exactly how each member of the band should change the way he was playing to improve the song, including yourself. Yet, you stopped, took the time and asked each member of the band to tell what they thought was wrong with how the song was being played and how they thought the band could improve the way it was playing the song.” Bob, then asked, “Why did you do this? Most band leaders of your stature would have just told the members of the band what to do to improve the music.”

Sting said, "We have the best musicians in the world in our band. I would be a fool not to ask every member of the band for their views on how we sounded and for their ideas on how we could sound even better. When you ask each member for their views and suggestions, you can expect them to play better than if you just tell them what to do.” Sting also said that he never thought he had all of the answers to make his music the best it could be and always asked all of his band members to share their ideas for improvement on a regular basis.

Servant-Leadership

Sting’s answers demonstrate the key principles of servant-leadership. The “leader” using the servant-leader model seeks to lead by consensus and always solicits the views of everyone in the group. Sting treated every member of the group as a “leader.” Sting, knows that people directly involved in crafting a solution, perform better in implementing that solution than those who are given a solution created solely by the leader and just told what to do by the leader.

Conclusion

Bob Hughes knew something “different” was going on when Sting asked every member of the band to participate as a leader in making the song better. No wonder Sting is able to attract the best musicians in the world to his band. Sting’s music is listened to all over the world. Sting proves every day that servant-leadership works in the music world. Sting may seem to an unlikely model for servant-leadership. However, his deeds speak volumes about how leaders in the music industry and in other industries can produce better results by using servant-leader principles.

by Herb Rubenstein
CEO, Herb Rubenstein Consulting