Tag Archives: Role Model
Everyone in a leadership or management role has their preferred way of operating.
This self-assessment contains statements about leadership and will help you assess what leadership style you normally operate out of. Six operational styles are identified.
Management / Administration Leadership
Completing the self-assessment will help you understand more about yourself and give you an insight into how your colleagues may also prefer to operate.
It can be used as a personal self-assessment or as part of a wider development activity.
In this video, Paul Bridle explores the question "What is the difference between being a leader, and leadership?"
When two or more people are involved in a relationship they will adopt a certain style of behaviour towards one another.
The same can be said of a leader and members of their team.
One of the most fundamental characteristics of such behaviour is the respect that is shown for the other's rights or opinions.
There are three basic behaviours involved in a relationship:
AGGRESSIVE: "I have my rights, you have none" (Win-Lose)
ASSERTIVE: "I have my rights, you have yours" (Win-Win)
SUBMISSIVE: "You have your rights, I have none" (Lose-Win)
This quick guide reminds you of how these three basic behaviours manifest themselves and the impact they can have on relationships.
As a leader, your every behaviour can be under scrutiny from your direct reports, your peers, key stakeholders etc. You need to make sure that what you do and how you behave does not alienate people, or undermining the commitment and effectiveness of your team.
You need to make sure you are aware of behaviours - whether strengths, weaknesses or leadership style - that could derail your leadership position.
This checklist takes you through a reflective self-assessment of how you think you work with your key contacts and enables you to produce a development plan focusing on improving any derailing behaviours you may have developed.
Companies expend untold energy building culture-defining their values, revamping their office space, organising holiday parties and volunteer outings.
And yet many leaders and managers don’t seem to realise that while company culture can be really hard to build, it’s incredibly easy to destroy. And you may unknowingly ruin it in just two steps.
Step 1: Go on holiday.
Step 2: Continue working like you never left.
It is common practice for American managers and a growing practice amongst UK leaders and managers too.
Latest research at Project: Time Off shows that just 14% of managers unplug when they’re on holiday. At the most senior levels of leadership, a mere 7% do.
The majority check in with work at least once a day.
If you’re in this camp, there is a good chance you are thinking about maintaining your own peace of mind either while you’re away (what if something crucial happens?) or when you get back (if you truly unplugged, how would you ever catch up?).
But before you hit “send,” think. All emails are not created equal, and when you’re on holiday, you’re sending more messages than can be contained in the contents of your note.