Management 

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5

  Leadership 

 Your strategic approach

I create a detailed plan for describing the various steps required to achieve the desired results.

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I have a clear vision for the future, both medium and longer term, and I have communicated this to my team.

I always ensure that timescales and deadlines are included in my plans.

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I devise strategies for producing the changes needed to achieve the vision.

I always allocate the necessary resources to support the delivery of my plan.

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I empower the team to make decisions on appropriate resource allocation.

I prepare a detailed budget with an analysis of the costs associated with the planned activities.

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I prepare strategies for producing the changes needed to achieve that vision.

I base plans on the existing staffing structure but will reorganise if necessary to achieve the requirements of the plan.

Developing your staff

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I am making the most of the knowledge and skills available to me.

           Management 

1

2

3

4

5

  Leadership 

I ensure that staffing is in place to fill the structure.

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I develop a sense of teamwork.

I delegate responsibility and authority for carrying out the plan.

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I believe everyone in the team is equally responsible for achieving outcomes.

If necessary I will create policies and procedures to help guide staff.

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I empower staff to achieve the vision and feel they have contributed to the vision.

I create systems and methods to monitor the implementation of the plan.

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I aim to get everyone lined up with a sense of mission and higher purpose.

I control the activity of my staff.

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My team are inspired and enthusiastic about their work.

I help subordinates clarify their goals and how to reach them.

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I focus on communicating the vision to my   than on the detail of its implementation.

When problems or issues arise, I find solutions myself.

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I prefer to ask questions and leave the problems for others to solve.

           Management 

1

2

3

4

5

  Leadership 

 Your strategic approach

I create a detailed plan for describing the various steps required to achieve the desired results.

.

.

.

.

.

I have a clear vision for the future, both medium and longer term, and I have communicated this to my team.

I always ensure that timescales and deadlines are included in my plans.

.

.

.

.

.

I devise strategies for producing the changes needed to achieve the vision.

I always allocate the necessary resources to support the delivery of my plan.

.

.

.

.

.

I empower the team to make decisions on appropriate resource allocation.

I prepare a detailed budget with an analysis of the costs associated with the planned activities.

.

.

.

.

.

I prepare strategies for producing the changes needed to achieve that vision.

I base plans on the existing staffing structure but will reorganise if necessary to achieve the requirements of the plan.

Developing your staff

.

.

.

.

.

I am making the most of the knowledge and skills available to me.

I ensure that staffing is in place to fill the structure.

.

.

.

.

.

I develop a sense of teamwork.

I delegate responsibility and authority for carrying out the plan.

.

.

.

.

.

I believe everyone in the team is equally responsible for achieving outcomes.

If necessary I will create policies and procedures to help guide staff.

.

.

.

.

.

I empower staff to achieve the vision and feel they have contributed to the vision.

I create systems and methods to monitor the implementation of the plan.

.

.

.

.

.

I aim to get everyone lined up with a sense of mission and higher purpose.

I control the activity of my staff.

.

.

.

.

.

My team are inspired and enthusiastic about their work.

I help subordinates clarify their goals and how to reach them.

.

.

.

.

.

I focus on communicating the vision to my team

rather than on the detail of its implementation.

When problems or issues arise, I find solutions myself.

.

.

.

.

.

I prefer to ask questions and leave the problems for others to solve.

As the boss I believe that it is important to keep at a distance from my staff.

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I aim to ‘connect’ with my staff.

I believe competition gets the best out of my team.

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I encourage collaboration.

I act as the ‘expert’ for my staff. 

How you manage

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I act as coach and facilitator for my staff.

I will regularly monitor in detail the achievement of results against the plan.

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I try to motivate, inspire and energise staff to overcome barriers that may get in their way. 

I constantly find ways to improve what the team does.

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I look for ways to improve how the team operates.

I am a talker.

Achieving outcomes

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I am a good listener.

I understand the organisation well.

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.

I have good personal insight.

           Management 

1

2

3

4

5

  Leadership 

 Your strategic approach

I create a detailed plan for describing the various steps required to achieve the desired results.

.

.

.

.

.

I have a clear vision for the future, both medium and longer term, and I have communicated this to my team.

I always ensure that timescales and deadlines are included in my plans.

.

.

.

.

.

I devise strategies for producing the changes needed to achieve the vision.

I always allocate the necessary resources to support the delivery of my plan.

.

.

.

.

.

I empower the team to make decisions on appropriate resource allocation.

I prepare a detailed budget with an analysis of the costs associated with the planned activities.

.

.

.

.

.

I prepare strategies for producing the changes needed to achieve that vision.

I base plans on the existing staffing structure but will reorganise if necessary to achieve the requirements of the plan.

Developing your staff

.

.

.

.

.

I am making the most of the knowledge and skills available to me.

I ensure that staffing is in place to fill the structure.

.

.

.

.

.

I develop a sense of teamwork.

I delegate responsibility and authority for carrying out the plan.

.

.

.

.

.

I believe everyone in the team is equally responsible for achieving outcomes.

If necessary I will create policies and procedures to help guide staff.

.

.

.

.

.

I empower staff to achieve the vision and feel they have contributed to the vision.

I create systems and methods to monitor the implementation of the plan.

.

.

.

.

.

I aim to get everyone lined up with a sense of mission and higher purpose.

I control the activity of my staff.

.

.

.

.

.

My team are inspired and enthusiastic about their work.

I help subordinates clarify their goals and how to reach them.

.

.

.

.

.

I focus on communicating the vision to my team

rather than on the detail of its implementation.

When problems or issues arise, I find solutions myself.

.

.

.

.

.

I prefer to ask questions and leave the problems for others to solve.

As the boss I believe that it is important to keep at a distance from my staff.

.

.

.

.

.

I aim to ‘connect’ with my staff.

I believe competition gets the best out of my team.

.

.

.

.

.

I encourage collaboration.

I act as the ‘expert’ for my staff. 

How you manage

.

.

.

.

.

I act as coach and facilitator for my staff.

I will regularly monitor in detail the achievement of results against the plan.

.

.

.

.

.

I try to motivate, inspire and energise staff to overcome barriers that may get in their way. 

I constantly find ways to improve what the team does.

.

.

.

.

.

I look for ways to improve how the team operates.

I am a talker.

Achieving outcomes

.

.

.

.

.

I am a good listener.

I understand the organisation well.

.

.

.

.

.

I have good personal insight.

I aim to create a stable working environment.

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I thrive on constant change and expect my team to constantly innovate.

I always ensure jobs are done on time.

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I am always looking out for new products and opportunities.

My team/division tends to produce the expected outcomes.

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My team tends to produce results beyond target.

Staff and colleagues view me as being well- organised.

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Staff and colleagues view me as inspiring.

I always keep an eye on the bottom line.

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I keep an eye on the horizon and longer term.