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Leadergrow Advanced Leadership Assessment

This list is intended as an adjunct to, rather than replacement for, conventional leadership skill inventories. There are five (5) items on this list for each category. Score each item according to the following criteria:

  1. Rarely demonstrates this skill in a way that people recognize.
  2. Occasionally models this behavior, but is spotty in application.
  3. Normally exhibits this skill unless there is some special circumstance.
  4. Always models this attribute even if it causes personal discomfort.
  5. Is a true champion of this attribute. Not only practices it, but teaches others to model this as well.

Builds a winning and inclusive culture

Demonstrates consistency of words and actions

         

Avoids playing favorites

         

Understands the power of reinforcing candor and practices it

         

Recognizes interfaces are opportunities to build or destroy trust

         

Avoids large trust withdrawals

         

Builds an environment of trust

Celebrates small wins that lead to better performance

         

Does not tolerate exclusion - draws best from everyone

         

Emphasis on building culture as a central theme

         

Invests team time each month on building culture

         

Models a winning spirit and healthy competition

         

Ability to be genuine and connect well with people at all levels

Communicates at the gut level and tests for understanding

         

Not aloof or formal, but relaxed and approachable

         

Meets with people frequently on their own turf

         

Develops a mastery of reading body language accurately

         

Relates particularly well in group settings and presentations

         

Is firm but fair

Insists on people doing what is right

         

Treats people with respect and dignity

         

Teaches discipline instead of having to remind people of rules

         

Acts as a sounding board for people

         

Does not treat everyone the same way

         

Admits mistakes publicly

Takes the opportunity to admit mistakes rather than hide them

         

Asks for help and forgiveness

         

Uses mistakes as a method of building higher trust

         

Is transparent in both directions (up and down)

         

Does not let personal EGO get in the way of humble truth

         

Leads by example

Follows the rules and is truly engaged in the business

         

Does not tolerate things that are "sort of" right

         

Goes the extra mile to demonstrate passion - sometimes startling things

         

Sacrifices personal gain or comfort to show commitment

         

Does the right thing even when nobody would know

         

Demonstrates integrity

Shows high ethical standards is all actions

         

Does not yield to temptation to spin things to be acceptable

         

Publicly discusses decisions from an ethical perspective

         

Sometimes does things that seem illogical but are the right thing to do

         

Reinforces ethical behavior in others and demands a high standard always

         

Listens Deeply

Practices active listening, especially in emotional exchanges

         

Verifies correct messages have been heard

         

Listens to words, tone, and body language simultaneously

         

Seeks deep understanding of both meaning and intent

         

Leaves people with feeling of being understood rather than just heard

         

Allows people to give their input

Taps into the entire organization for ideas

         

Goes out of the way to encourage active participation

         

Has the ability to read when people are holding back

         

Uses Socratic questions to draw people out

         

Employs a variety of creative tools to get the best insights possible

         

Negotiates and advocates well

Represents the views of people accurately

         

Maintains credibility by not overselling the case

         

Knows when to bear down and when to back off

         

Advocates a position of empowering people

         

Negotiates well both upward and downward

         

Operates as a Level 5 Leader

Demonstrates simultaneous passion and humility

         

Gives credit to people in the organization for good performance

         

Takes personal responsibility for poor performance - not blame others

         

Makes sure people see the true vision and why they are better off with it

         

Gets the right people on the bus and the wrong people off the bus

         

Makes good decisions and demonstrates business acumen

Shows good balance between business needs and people needs

         

Perseveres with good decisions even when under extreme pressure

         

Makes decisions from a holistic view

         

Delegates authority to the appropriate level

         

Able to sell unpopular but necessary decisions

         

Builds a reinforcing culture

Reinforces behaviors that support the goals

         

Shows sensitivity and reinforces fairly - does not play favorites

         

Tests if proposed reinforcement will be viewed as reinforcing

         

Verifies reinforcement has the right impact

         

Avoids excessive trinkets and insincere praise

         

Communicates well with groups

Reads audiences well and makes good eye contact with people

         

Engages audience and avoids the "eyes glaze over" effect

         

Ensures key messages have been internalized

         

Keeps people informed of changing conditions

         

Explains "why" as well as "what" - stresses impact

         

Calms stressful conditions and diffuses explosive situations

Avoids getting into a mob scene when messages are difficult

         

Contains negative energy and maintains control

         

Deals well with issues before pressure is built up

         

Allows people to vent but keeps dialog moving toward constructive ideas

         

Deals with trouble-makers off line and efficiently

         

Manages personal development

Seeks input on ways to improve performance

         

Welcomes constructive input without becoming defensive

         

Considers leadership a life-long learning journey

         

Role model for developing other leaders

         

Acts as a teacher, coach and, mentor on a continual basis

         

Generates passion

Models enthusiasm for people and the business

         

Shows personal engagement with actions as well as words

         

Creates motivation by liberal use of motivating factors - not hygiene factors

         

Creates a sense of ownership of all people in the business

         

Clarifies the strategy and lives it

         

Develops others

Lets people know their development is a high priority

         

Embraces concept of cross training for everyone

         

Follows up to ensure effectiveness of training programs

         

Seeks to bring out the leadership in everyone

         

Uses current situations as a living laboratory for leadership

         

Reduces credibility gap between management and workers

Explains policies and seeks out areas of possible confusion

         

Ensures management understands impact of decisions on people

         

Communicates efficiently in both directions to ensure understanding

         

Negotiates win-win solutions

         

Makes swift corrections when missteps occur

         

Builds a "safe" environment

People feel free to express their concerns

         

Deals with conflicts in accordance with stated values

         

Creates high trust where people know they are valued

         

Takes personal risks when necessary to extend trust to others

         

Does not tolerate retribution