to assess your performance and stay on back

to assess your performance and stay on back. You should step back and ask yourself certain questions, visions, and priorities – how often do I communicate my vision for business? Have I identified and communicated 3 to 5 priorities to achieve that vision? Asked would my employees be able to articulate the division and priorities? How am I spending my time? Does it match my key priorities? How are my subordinates spending their time? How does that max the priorities for business? Do I give people timely and direct feedback that they can act on? Do I have five or six junior subordinates will tell me things I may not want to hear but need to hear? Succession planning have I at least in my own mind pick one or more potential successor? Am I coaching them and giving them challenging assignments? Am I delegating sufficiently? Have become a decision making Weil? Evaluation and alignment the world is constantly changing and leaders need to be able to adapt their businesses accordingly. The design of my company still line with the key success factors for the business? I had to design my business with a clean sheet of paper. how would I design it? How would it differ from the current design question mark should I create a task force of subordinate to answer the questions and make recommendations to make question mark. Lead under pressure. What type of advanced pressure for me? How do I behave under pressure pressure question mark what signal am I sending to subordinate question mark are these signals helpful? Or are they undermining the success of my business? Staying true to yourself. Is my leadership style comfortable? Doesn’t work flat I truly am? I assert myself sufficiently or have I become politically correct? Just worry about my next promotion or bonus me to pull punches or hesitate to express my view.

— from The Flight Plan (Purpose/Wisdom/Risk)

Also belongs to

Related