21 Jul
image of a key on top of a keyboard; development opportunities lead to results
PeopleTek Coaching Success

Results Require Growth

Results. It’s what we as leaders want; it’s what our shareholders demand. Your goals may remain relatively constant, but how you achieve them (and hopefully surpass them) will change with the times.

The skill-sets of last year’s top performers may no longer provide you with the results you aspire for this year, and Benjamin Franklin summed it up perfectly:

Without continual growth and progress, such words as improvement, achievement, and success have no meaning.

Always Be Growing For the Best Results

Without continual growth and progress, such words as improvement, achievement, and success have no meaning.

We must commit to providing continual growth and development opportunities for individuals and organizations, and we can’t forget about the need for self-enrichment.

No matter how experienced, tenured, or mature we may be, we all need to minimally “refresh” our abilities, attitudes, behaviors and skill-sets.

Some of the Top Issues Impacting Results

  • Unproductive behaviors
  • No/minimal accountability and ownership
  • Lack of passion, motivation, and commitment
  • Inability to address issues or deal with difficult people
  • Ignoring stress levels
  • The inability to give and receive feedback in an honoring way
  • Trust issues

And there are more:

  • What new technical skills must be acquired?
  • Are strong relationships built and sustained?
  • Does listening truly occur?
  • Do you know your customer’s needs?
  • Does planning include strategic and Innovative thinking?

This is just a sample of areas for development. Think about where you are now and where you want to be before the end of the year. Assign priorities for taking action, and make it happen. Do the same for what you want for next year, and also for 5 years from now.

Be realistic; growth and attaining desired results does not happen overnight but a commitment to continual learning will drive progress that leads to success.

What do you want to accomplish for the remainder of 2016?

QwikTip

Change Is Constant and Often Challenging

14 Jul
PeopleTek Coaching Leadership

How to Empower Others

Organizations that empower folks further down the chain or try to get rid of the big hierarchical chains and allow decision making to happen on a more local level end up being more adaptive and resilient because there are more minds involved in the problem.

–Steven Johnson

Empowerment. This concept gained heightened awareness in the 1980’s / 90s for management and business administration with the intent to increase autonomy, responsibility, and levels of influence. It is also intended to minimize frustration and low self-esteem for those that have so much to offer and are prevented from doing so.

HOW TO EMPOWER OTHERS – Here are 6 Behaviors that will increase your leadership effectiveness:

1. Let go of doing the actual work; DELEGATE! Stop being a technician and allow those that need to do the work the time and space to actually perform and they’ll rise to the occasion. When I first started to delegate to others I always felt they never did the task as well as I did. WOW was that wrong. They did it better. Yes, at first they needed some time, coaching and feedback on how to perform better, but they learned and grew; I was truly impressed and never looked back.

2. Train others: You have to give others a chance and then you need to ensure they have the proper education/development to perform the task you’re requesting of them. If it’s sales then they need sales training on how best to serve the customers, how to understand their needs, how to listen and communicate. If they are a technician, they need to know the process and possess the tools/skills necessary to perform at their highest level and satisfy the wants of the customer.

3. Give feedback and Coach– How can anyone know where they stand unless they are given feedback on how they are performing? So many times a leader just goes back to either doing the work or giving the task to others. This prevents the new person from learning and growing. It also creates an increased workload for the more tenured/experienced team members resulting in burn-out.

4. Reward individuals (and teams) when they excel. Provide incentives for continual learning and growth opportunities. Additionally, provide incentives for those that become leaders of leaders, especially when they mentor and develop others.

5. Create a team where each team member utilizes their skills, abilities, and talent. They need to understand and leverage each others strengths, and they need to want to help one another develop areas of weakness. No one can act on their own. Everyone needs and requires help. Build a team where members hold each other accountable to the highest level of performance and where they refuse to settle for mediocrity.

6. Have fun and make it a game! Everyone wants to get joy out of their work. It’s up to you, the leader, to set the tone that the only competition is about satisfying the customer and achieving goals.Why not make establishing best practices and improving the work environment fun?

Get everyone involved in the process and create a culture that others want to be part of. To learn more about empowering others contact us.

Click here to obtain a tip for DEVELOPING OTHERS 

 

07 Jul
photo of Thank You medal; reward the positive
PeopleTek Coaching Leadership

Reward The Positive

People improve more by magnetizing their virtues than by brooding on their shortcomings”.
–J. Donald Walters

Part of being a leader includes addressing negative behaviors and attitudes that are impacting the success of a team. This is a required role, but another role is to reward the positive, effective behaviors that support the attainment of goals.

Understanding your team’s strengths as a composite, and from individual contributions, will improve results as well as satisfaction and appreciation levels. It will also enable you to point out the behaviors that lead to success.

How to Reward the Positive & Banish Negativity in the Workplace

J. Donald Walters, author of The Art Of Leadership provides the following tips:

  • Work to strengthen a subordinate’s best qualities, rather than harping on his worst. You will accomplish far more by encouraging others than by belittling them.
  • Work more with your organization’s strengths than with its weaknesses. Channel more energy to those people in it who are in tune with what you are doing than to those whose tendency is to resist you.
  • Don’t invest a disproportionate amount of energy in addressing negative situations. Strengthen the positive side, rather, and any negative vortices of energy that exist will tend either to be dissipated or to remove themselves from the scene.
  • Don’t allow subordinates to offer merely negative criticism. Teach them that they must earn the right to speak by offering solutions when they want to point out problems.
  • Encourage the DOERS under you, not the mere talkers.
  • Never court popularity for yourself. Be concerned with issues, principles, (and goals).
  • Never speak from your own emotions or private prejudices, but always from a sense of justice, fairness, and truth.

We’re not saying to eliminate development plans as they are needed and add value, but we are advocates of acknowledging, and whenever possible, rewarding the behaviors (and skills) that allow teams to flourish.

Do you consistently acknowledge the strengths of your team?

30 Jun
PeopleTek Coaching Leadership

You’re What Kind Of Leader?

The journey to growing in self-awareness requires discovering, developing and leveraging the raw material and talent within.
-Steve Knox, Coach and author

We all benefit from increasing our self-awareness levels and by leveraging our “magic dust”. (What we do well, living our passion, and using our strengths to add value and improve the bottom line).

We encourage continual learning, and we often use assessments and tools such as DiSC and Myers-Briggs to validate individual (and team) strengths and to obtain suggestions for leadership development areas.

Mr. Knox shares our belief that everyone is a leader since we all have the capacity to impact
and influence others.

He also says that knowing your leadership style can be determined by answering two simple questions:

1. How do you prefer to plan?
2. How do you prefer to implement that plan?

We don’t feel it’s quite that simple, but it’s a great start for increasing self-awareness. He adds:
Some people like to start planning by first considering the details of the project, task or new idea. Others like to start planning by first considering the possibilities of the project, task or new idea.

When it comes time to implement the plan, some people prefer to think through the process of accomplishing the project first. Others prefer to begin implementing by first considering the people involved in the project
.
So what kind of leader are you? Mr. Knox provides the four possibilities:

1. Details + Process = DRIVERS
Drivers are logistical leaders focused on efficiency, precision and getting the job done on time. They literally drive behavior by focusing on the details of the process and striving for the most efficient way to operate.

  • Drivers make up an estimated 35 percent of the U.S. population.
  • Key characteristics: realistic, logical, pragmatic and systematic

2. Details + People = DOERS
Doers are tactical leaders focused on support, encouragement and getting the job done together and are motivated by the needs of others. They work diligently with a mental checklist of what needs to be accomplished in order to fulfill the commitments they have made.

  • Doers make up an estimated 35 percent of the U.S. population.
  • Key characteristics: responsible, cooperative, tolerant and loyal

3. Possibilities + Process = DESIGNERS
Designers are strategic leaders focused on ingenuity, innovation and creating a better way to get the job done and are fascinated with what could be. They are motivated by the latest theory or strategy for getting work done. They desire competence in those they lead and those they are being led by. They literally design long-range solutions driven by curiosity and effective outcomes.

  • Designers make up an estimated 15 percent of the U.S. population.
  • Key characteristics: analytical, autonomous, clever and theoretical

4. Possibilities + People = DEVELOPERS
Developers are ideological leaders focused on engagement, development and adding value to the job and strive to live an integrated life. They are motivated by a deep sense of compassion and their own personal values. They literally develop people, programs and products that will add-value to the world today.

  • Developers make up an estimated 15 percent of the U.S. population.
  • Key characteristics: flexible, empathetic, original and enthusiastic

Any insights as to what kind of leader you are? Does one definition or the list of key characteristics help? You may not be 100% clear, but we hope this provided some insight into leadership styles and why they ALL add value!

A multitude of tools/assessments are available if you’re willing to take your awareness to a deeper level; let us know!

26 May
PeopleTek Coaching Videos

#3 The Power of 360 Feedback

The single biggest problem in communication is the illusion that it has taken place.
–George Bernard Shaw

Effective Leadership Part 3

When we are fully aware of how others perceive us, and our actions, we have a clear advantage!

Check out this short video which is part 3 of our 4 part video series about Effective Leadership.

Watch All of PeopleTek’s 360 Plus Video Series

If you missed the first or second videos of the series, click on the links below:

Effective Leadership Part 1

Effective Leadership Part 2

Video 4 – the last in the series – coming soon!

What to learn more about 360 Plus?

View Program Details

12 May
PeopleTek Coaching Leadership

Maintaining Focus

How’s your ability to remain focused while working? Maintaining focus requires skill to block out the many distractions we encounter on a daily (hourly?) basis.

If you struggle to consistently accomplish your goals and objectives, are late to meetings and conference calls, and find that multi-tasking is your norm, maintaining focus may be an issue.

Maintaining Focus

Successful people maintain a positive focus in life no matter what is going on around them. They stay focused on their past successes rather than their past failures, and on the next action steps they need to take to get them closer to the fulfillment of their goals rather than all the other distractions that life presents to them.
–Jack Canfield

We need to assess whether or not we struggle with keeping our focus, and if yes, determine and track the distractions that are impacting us.

Here are tips for planning your day:

Start with what’s important

  • These items contribute heavily to your goals and objectives and have high value

Next work on items that are urgent

  • These are items that require immediate attention but may or may not contribute to the success of meeting your goals and objectives. (Ex: production problems, legal issues)

Build in time for phone calls and emails

  • Does your role require that you respond immediately or can you perhaps schedule time in the morning and again in the afternoon?

We can also review our daily routine.

  • Are we micro managing?
  • Do we actually enjoy being in the middle of everything and the feeling of being on over-load?
  • What can we delegate to others?
  • What are we willing to change?
  • Where are we spending time doing what we like to do, versus items that are important or urgent?

There’s the tendency to think everything we do is important, but is it really? Keep focused on the items that help you meet your goals and objectives and on those that require your immediate attention.

Want to know The Formula For Leadership Success. View the video below.

Announcements

Leadership Journey I

  • Session 1 – in Phoenix – kicks off September 20
  • Session 1 – virtual – kicks off September 14 (Our June program is full)

Enroll Today

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

05 May
PeopleTek Coaching Leadership

Does Work Stress You Out?

If you get stressed in your work environment, you’re not alone. According to an American Institute of Stress (NY) study, job pressure is the number one cause of stress.

Does Work Stress You Out?

Adopting the right attitude can convert a negative stress into a positive one.
–Hans Selye

Strategies, technology, budgets, skill-sets, customers, partnerships, and shareholders are constantly evolving. As leaders, we need to take the time to pay attention to how we’re being impacted by the added pressures, and we need to pay attention to what’s happening to those we work with. What’s the pulse in your workplace?
How’s productivity? Absenteeism? Attitudes? Collaboration? Communication?

The statistics for how stress impacts individuals (and organizations) are staggering:

  • 48% – Are negatively impacted in their personal and professional life
  • 31% – Have difficulty managing work and family responsibilities
  • 30% – Are “always” or “often” under stress at work
  • $300 billion is the annual cost to employers in stress related health care and missed work

Here are some top contributors to work stress:

  1. Fear of being laid off
  2. Unrealistic deadlines
  3. Excessive work hours due to reduced staff
  4. Lack of collaboration
  5. Emphasis to “do more with less”
  6. Reduced recognition for a job well done (what is “above and beyond”?)
  7. Work just isn’t fun anymore
  8. Constant pressure to always deliver “at your peak” (the result is burn out)

Tips to help leaders manage stress:

  • Take the time to build relationships and learn what your team is doing at work as well as personally
  • Ensure everyone has clearly defined roles and understands priorities
  • Call out non-productive behaviors ex. Rumors, attitudes, lack of focus, reduced productivity, etc
  • Immediately address conflict / differences
  • Share what you know as soon as you can; consistent communication is key
  • Promote laughter and use humor to defuse stress

Are you doing all you can to minimize stress in your workplace? Hear what Mike and Marilyn say about the Leadership Journey.

Annoucements

Leadership Journey I

  • Session 1 – in Phoenix – kicks off May 12 – LAST CALL!
  • Session 1 – virtual – kicks off September 14 (Our June program is full)

Journey II – Moving Beyond The Barriers

  • Session 1 – in Phoenix – kicks off May 12 – still a few open spots!

Enroll Today

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

28 Apr
PeopleTek Coaching Leadership

Passion is Energy

Feel the power that comes from focusing on what excites you.
–Oprah Winfrey

We talk about passion a lot; what we enjoy doing, what we do well, what comes easy to us, what behaviors/actions we get most recognized for. (For those that have attended the Leadership Journey®, we call this our “magic dust.”)

When you’re doing something you like or want to do, does your level of energy increase? Ours does!

Passion = Energy!

Things that increase energy levels in some leaders include:

  • Problem resolution
  • Creative/innovative thinking
  • Technical advancements
  • Customer/client interactions
  • Team building
  • Developing the skill sets in others
  • Providing feedback; mentorships
  • Enhancing relationships
  • Driving results
  • Cost savings
  • Meeting goals/completing tasks
  • Quality deliverables & process improvements

The road to success is not easy to navigate, but with hard work, drive and passion, it’s possible to achieve the American dream.
–Tommy Hilfiger

In most situations, time seems to fly by when you’re engaged in an activity you enjoy doing. We need however to be realistic; rarely can all of our time be dedicated to our passion. (Even when you’re self-employed there are tasks that MUST be done, despite feeling like drudgery).

Give thought to what brings you enjoyment at the workplace. Can this be incorporated to a greater extent in the position or organization where you currently work? Create a plan, talk to your boss, make a case for how the organization/business will benefit if your role changes.

Sadly, too many individuals are in jobs they don’t like, let alone love. Only you can decide what career/job truly energizes you.

Be realistic, determine your preferred balance of roles, and consider what sacrifices you are willing to accept if you choose to make a career change.

Are you passionate about your job? Does it energize you?

Focus on your passion! View the inspiring video below.

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek, we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

21 Apr
PeopleTek Coaching Career, Communication, Leadership, Success

It’s Not Just About Team Skills

Last week we shared 5 critical team behaviors that Patrick Lencioni published in The Five Dysfunctions Of a Team. In it he shared that the absence of TRUST, the fear of CONFLICT, the lack of COMMITMENT, an avoidance of ACCOUNTABILITY, and the inattention to RESULTS must be addressed and overcome in order for teams to succeed.

But, It’s Not Just About Team Skills. Larry Page, one of Google’s founders and the current CEO of Google’s parent company, Alphabet, Inc adds more about what makes a team successful: good managers.

Managers matter a lot and can have a huge impact on employee performance. Support your people by sharing what makes a great manager, providing development opportunities, celebrating great managers, and more.

Page initially felt that managers added a layer of bureaucracy to organizations and as a result eliminated many manager positions, only to learn that good managers are the key for happy and productive teams.

He validated this through research from staff surveys and performance reviews and found eight common characteristics shared by great managers:

  1. They are good coaches.
  2. They empower their team and do not micro-manage.
  3. They express interest/concern in each team member’s success and personal well-being.
  4. They are productive and results oriented.
  5. They are good communicators.
  6. They help with career development.
  7. They have a clear vision/strategy for the team.
  8. They have important technical skills that provide the team with advise.

Google executives now admit good managers are key for obtaining results and help their managers strengthen their skills in the categories listed above.

Are you aligned with the categories and do you help your team strengthen their skills?

What’s Magic Dust? Watch the short video below to find out!

Announcements

Leadership Journey I

  • Session 1 – in Phoenix – kicks off May 12
  • Session 1 – virtual – kicks off April 21

Journey II – Moving Beyond The Barriers

  • Session 1 – in Phoenix – kicks off May 12

Enroll Today

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

14 Apr
PeopleTek Coaching Leadership

5 Must Have Team Behaviors

Are you familiar with Patrick Lencioni’s book The Five Dysfunctions Of a Team? If you’re not, in a nutshell it says that the true measure of a team is its ability to accomplish the results it desires to achieve.

It also says that the absence of TRUST, the fear of CONFLICT, the lack of COMMITMENT, an avoidance of ACCOUNTABILITY, and the inattention to RESULTS must be addressed and overcome in order to succeed. These five elements are 5 MUST HAVE Team Behaviors.

The single most untapped competitive advantage is teamwork.
–Wiley

Lencioni and John Wiley and Sons partnered and created The Five Behaviors Of A Cohesive team, an assessment
where team members provide confidential input as to how they feel they, and their team members, are performing in regards to the five “must have” team behaviors.

Results are compiled and each person on the team, and the team as a whole, is provided with their scores, and how to interpret the results. A summary of the strengths and challenges of the team, along with tips, suggestions, and a roadmap for creating an action plan based on the results is also provided.

The PeopleTek team decided to try it out, and wow, were we impressed! So impressed that we became a certified partner allowing us to facilitate the workshops and help teams accomplish the results they desire. By the way, the PeopleTek team was rated a strong performing team, but we did have improvement opportunities and used the action plan to help us become even stronger.

If you have an intact team (one with a common vision and supporting goals, with team interactions and dependencies), we guarantee this tool will make your team more productive and collaborative, and will position you to achieve your desired results.

Click to hear Lencioni speak about teams.

Announcements

Leadership Journey I

  • Session 1 – in Phoenix – kicks off May 12
  • Session 1 – virtual – kicks off April 21

Journey II – Moving Beyond The Barriers

  • Session 1 – in Phoenix – kicks off May 12

Enroll Today

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

07 Apr
PeopleTek Coaching Planning, Videos

Do you Have VMGM=B?

For those that have graduated from the Leadership Journey program you know that: VMGM=B.

For those that have not attended the program, VMGM=B stands for Vision, Mission, Goals and Measures = Behaviors. Our vision is what we imagine for ourselves, our mission brings our vision closer to us, while goals help us accomplish our mission, and measures are the actions we take in order to accomplish the goals. All of this together determines our day to day behaviors and actions.

Having clear and documented vision and mission statements and supporting goals are also critical for having a successful business or organization. They help identify the key behaviors that will facilitate meeting your goals and also identify behaviors that are non-productive. Metrics are also required so progress may be monitored.

Our goals can only be reached through a vehicle of a plan, in which we must fervently believe, and upon which we must vigorously act. There is no other route to success.
–Stephen A. Brennan

Mike says more about VMGM=B in the video below.

Key Processes & Vision, Mission, and Goals

All key processes MUST be linked to your vision, mission, and goals. Key processes include:

  • Hiring
  • Training, coaching, and development
  • Performance Appraisals
  • Rewards and Recognition
  • 3 C’s:
    • Communication
    • Change
    • Conflict

Vision, Mission, and Goals Checklist Questions

In a nutshell, ALL of our behaviors should support attaining our vision, mission, and goals. Below are some steps to help with preparing and planning your vision, mission, and goals.

  1. What services do you offer? What differentiates you from your competition?
  2. Who is or could be your customer? Describe an ideal customer.
  3. Consider and understand your customer’s viewpoint. What do they really want?
  4. Why will the customers buy your product or service? What value and/or unique service are provided to the customer?
  5. You must assess the intent of your business or department. Is it:
    • Customer focused? Customer Intimacy focuses on the needs of the customer and building relationships and is usually higher cost/less volume.
    • Operations focused? Operations Excellence focuses on the process and is volume driven and is usually low cost/high volume.
    • Product focused? Product Innovative focuses on the product. Expenses are geared towards research and development.
  6. What accomplishments would you like to celebrate this year? Next year? What targets will you aim for? ex. financial, marketing and sales, staff, operations, human resources, engineering, R&D, other.

VISION, MISSION, GOALS, and MEASURES dictate all of our leadership, team, and organizational behaviors. By creating them with purpose, rather than by chance or mistake, we will be more successful and deliver better results for our customers, shareholders and ourselves.

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek, we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

31 Mar
PeopleTek Coaching Leadership

Wrap Up – Your Leadership Style

This week we conclude the Leadership style quiz which focuses on “Lead From The Inside Out”. The first part was about self-discovery and was called “Lead Yourself“, and the 2nd part was about “Lead Others“

Writer/author John Addison from Success Magazine published this quiz which is broken down into 3 parts: 1) Lead Yourself 2) Lead Others 3) Lead From The Inside Out

As we stated before, First Lead Yourself, Then Lead Others is a topic PeopleTek has been sharing for years, and one of the reasons we found the quiz especially interesting. To be a highly effective leader you must first increase your “self” awareness levels, which positions you to better understand and relate to the styles of others, making you a more effective leader.

This brings us to Lead From The Inside Out. Mr. Addison stresses that leaders must have focus, and they must also practice and hone their leadership skills daily in order to be the type of leader they desire to be. This takes courage and commitment.

Quiz – Part 3 – Lead From the Inside Out

How do you earn your position?

A. I usually work alongside people so they will look to me as a leader later.
B. I have regular meetings to help people understand what’s expected of them, and I try to keep a positive attitude.
C. I do my best to lead by example, but my title is a big part of why people follow me.
D. I find that people follow me mainly because they like me and know I’m on their side.

How well do you focus on things within your control?

A. I focus on the next step in any process, and I show my team how to do this by example.
B. I focus on both the big picture and the process, but sometimes I become too worried.
C. I have no problem focusing on what I can control, but I have trouble getting others to do the same.
D. I communicate daily with people so they know exactly what I expect of them and can focus on their next step.

How do you deal with fear in yourself and others?

A. I believe hard work is the antidote to fear because if you keep moving, the fear can’t catch you.
B. I try to be available for my team members when they need to discuss their fears or concerns.
C. I don’t allow fear to stand in the way of my goals, and I tell my team to do the same.
D. I discuss my fears with my team members so they can relate to me as a human being.

Mr. Addison explains that there are 4 leadership styles:

A. The Hands-On Leader
B. The Developing Leader
C. The Lone Wolf Leader
D. The Inspirational Leader

If your answers were mostly “A”, you’re likely a Hands On Leader.

If your answers were mostly “B”, you’re likely a Developing Leader, etc.

Here’s an excerpt of Addison’s style definitions:

The Hands-On Leader

  • Humble, hard-working, willing to be a member of the team

The Developing Leader

  • Genuinely concerned for others, a willingness to learn

The Lone Wolf Leader

  • Great delegator, strategist, visionary; may struggle with people skills

The Inspirational Leader

  • A good communicator, make people feel good, create a friendly culture

*Note: The complete style definitions may be found in Success – April 2016.

Your style is likely a blend of the definitions, but does one stand out more so than the others? When you read the definitions, was there one you related to more strongly than the others?

Leadership is situational. It’s important that you as a leader adapt your style to meet the needs of your team and inspire them to help drive individual and organizational growth.

Leadership development never stops – commit to being a continual learner!

Announcements

Leadership Journey I

  • Session 1 – in Phoenix – kicks off May 12
  • Session 1 – virtual – kicks off April 21

Journey II – Moving Beyond The Barriers

  • Session 1 – in Phoenix – kicks off May 12

Enroll Today

Tell Us – How Does Your Workplace Compare?

We want to invite you to take a short survey that looks at some important aspects of your workplace. We are gathering responses from Journey graduates and others so that we may paint a better picture of the workplace today. Here at PeopleTek we are interested in using the data to improve our curriculum and our collective workplace performance!

Please join us in this research. We will provide you with your own individual feedback, which you can use as you continue your individual leadership journey.

Take the Survey

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