I was recently invited to be interviewed by an ex-colleague on leadership. As part of their own development they were compiling a view from a person they respected as a leader.
Q4: How do you measure your leadership effectiveness? (for example, do you seek regular feedback from others?)
- Get feedback about how you are doing from everyone (actually I think this is one of the skills to be added to the previous post too) – full 360 and encourage openness – learn to take criticism constructively. I have written another post on this; I do this by remembering that feedback is simply data that I use to choose how to act next, I don’t have to take all of it on board. In fact I ditch a fair amount of feedback if it doesn’t add new information to my “self-aware data bank”.
- Fact based business delivery; are you doing what you should be doing? Selling more, costing less, delivering change, whatever it is, this is the performance management bit that you are actually paid for.
- Employee engagement – I recently read that people who are happy are c30% more productive that those who are actively disengaged. So keeping teams engaged is a measure.
- Stress levels – honestly look after yourself – if you are doing longer hours or not sleeping take some time to work out why; your leadership style may be the reason that you and other people are not effective.
I gained permission from my ex-colleague before publishing this summary of a longer conversation. I welcome your views and ideas.
Sue Schilling is a professional coach and a specialist consultant, she is an experienced financial services operations, operational risk & culture change leader with professional coaching cert. Sue provides business consultancy, learning and development and coaching services to a wide range of organisations.