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Do my people know what is expected of them and why it is important?
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Do they receive feedback on performance that is timely and focused on actions
rather than personality?
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Do they work in an environment as free as possible of changing deadlines,
changing priorities and interference with their ability to get on with the job?
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If such an environment is not a practical possibility have I taken steps to
ensure that those who work here are motivated by challenge?
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Do they have the resources to do the job? (But see little case study below.)
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Do they experience a challenge that is inspirational, but not overwhelming?
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Are they encouraged to set themselves challenging, but achievable goals?
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Do I know the individual members of my team well enough to understand what
their best contribution is likely to be?
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Do I understand what excites them in and out of work?
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Do I constantly seek to offer them new challenges that are exciting, but within
their capabilities?
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Do I give people opportunities to use their key strengths in line with the
needs of the business?
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Do I encourage learning and the sharing of what is learned?
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Do I act as a coach and trusted advisor to all my people?
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Do I immediately recognize achievement and reward it?
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Do I promote the achievements of my team to other executives as team
achievements rather than assuming them for my own?
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Do I ensure that my people get the salaries, status and promotions that they
deserve?
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Do I risk giving a little too much too soon rather than too little too late
whether it is responsibility or reward?
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Do I delegate effectively and, having delegated, do I really leave them free to
get on with the job confident that they will seek help if they should need it?
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Do I involve my people in decisions where they have the knowledge and
commitment to make sound judgments?
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Do I involve people in consensus decisions when the situation is one that is so
new that there is no way of knowing where valuable expertise lies?
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Do I make fast decisions when necessary and communicate them effectively?
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Does my team trust my decisions and feel confident that I involve them when
that is appropriate?
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If I go out to bat for my team do I make sure that I win?
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Do I encourage creativity while avoiding “change for change’s sake”?
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Do I share information when I can and do my people accept that when I keep
things to myself there is an essential business reason for so doing?
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Do I beat the grapevine or the scuttlebutt to the punch and make sure that my
people take pride in being the first to know?
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Do I encourage people to come to me with solutions rather than problems while
ensuring that in the case where they need my help they have no qualms about laying the problem on my desk?
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Do I refrain from seeking to change “attitudes” other than by having people
change their behaviors to those that work so adding to their understanding and allowing them to change their own attitudes?
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Do I make sure that my team are and remain winners?
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Do I ensure that they never fall into the rut of believing that they have the
“winning formula” for all occasions? Do I encourage them to look for what is different in new situations and deal with them
creatively?
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Do I keep my best people without standing in the way of their career progress?
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If one of my brightest team members one day became my boss could I take on
honest pride in his or her achievement?
