Acknowledging Your Best Attributes

Personal Success Plan by Ken Wright

Nothing enhances the bottom line more than having an engaged team of leaders diligently focused on developing their teams’ attributes and skills.

If you are systematic and consistent in putting people development first on your priority list, your entire leadership team will make the same commitment. Leading the creation of such a culture is not easy. If you have team leaders reporting to you it has to start with their development and you need to set the clear expectation that they will cascade this attribute and skill development process through their teams. You will need to give them time to see how effective the process is, as they witness their skills improvement and that of their peers, they will be sold on the benefits of this system. The size of your team does not matter, nor does it matter if you do not have other leaders as direct reports, you can still initiate this process of developing your people.

The real cultural changes occur when it starts at the top, with the CEO, and filters through the entire organization. Keep in mind that people will know when you, the leader, are truly committed to this kind of culture change, so don’t waste time going through the motions if you’re not willing to see it through.

To smooth the change, I’ve developed a straightforward but intensive process for your creation of a people development culture. It starts with a meeting of all your direct reports, focused on understanding their specific goals, aspirations, and dreams.

To implement this method and get the best possible results, you will need to guide the process passionately and enthusiastically. First, you may need to gently direct the process of identifying your team’s ten key skills and attributes. You will have in mind some of the areas that you feel are essential in their particular roles, make certain that key “soft skills” around emotional intelligence and attitude are not overlooked.

For example, a well-balanced list for a team of leaders might include the following:

Authentic leadership
Emotional Intelligence
Attitude, passion and energy
Engagement skills
Planning and strategy development
People development
Focus on results

I want to reiterate the importance of the peer coaching during this process. When those singled out as role models speak about their skills, drill down to get stories showing their real habits and practices. Call attention to simple things they do that make them excel in a certain area. This makes improvement feel more achievable for the rest of the group, as others think, “Really? That’s all this person does to ensure such great results? Almost anyone could do that, and it’s certainly worth a try for me.”

In the “self-rating” phase, it’s important to explain clearly and authentically that you believe this is essential for improving skills and achieving goals, as individuals and a team. Put special emphasis on a modest goal: 10 percent improvement in one area at a time, per month. Be empathetic by acknowledging that you know self-rating is difficult, but that it’s really essential to making the entire process work. You’ll likely find that most people rate themselves lower than you would have rated them.

Ask yourself these simple questions:
– Do people Trust & Respect you?
– Are you perceived as an enthusiastic, passionate & exciting leader?
– Are you achieving amazing results by bringing out the best in people?
– Do you know how to turn “problem people” into motivated, contributing team members?

Contact Ken
+61 414 157 657