Take this Self-Quiz to determine whether your leadership skills are honed to a keen edge
I’ve become more comfortable delegating tasks and managing the performance of others than doing things myself.
Before committing to a decision, I ask myself if it will serve my purpose. I say “No” to requests for my time and attention that are not aligned with my purpose.
Coworkers and those who report directly to me trust me and my effectiveness as a leader.
I successfully enroll others in my vision and influence their behavior at work.
It’s less what I say and more what I do that affects how others perceive my leadership ability, so I make sure to “walk my talk.”
It can be daunting to confront the issues, obstacles, and people that block success. But in doing so, I model courage, persistence, and a can-do attitude.
I hold myself accountable for my actions and the actions of my team/department. I don’t make excuses.
I’ll not be able to please everyone; leadership is not a popularity contest.
I view problems as opportunities to excel. In fact, I focus on the opportunities in every problem. A positive attitude can make a project or objective.
I seek opportunities for education and skills enhancement, as I want to continuously grow my abilities.
Everything in my organization/department/team, both good and bad, is a reflection of my leadership. If things need to change, I need to change first.
I don’t avoid difficult conversations with those who are not performing.
I treat others how I want to be treated, with respect and dignity; this includes praising in public but expressing displeasure in private.
I am open to new suggestions and receptive to bad news.
I don’t hog credit and kudos but attribute them freely to my team.
Regularly communicate my mission and vision face-to-face to my team.
