The Leadership Flux Epidemic

Key 3 Questions Leadership Team Need to Ask Themselves

Leadership teams are in constant flux. Leaders are coming and going, and similar to their businesses, their direction and needs are in constant flux as well. It is more critical than ever that leaders and their teams need to pause and ask themselves 3 critical questions:

1.      Is your senior team aligned regarding your strategic roadmap?

2.     Are you confident in your leadership team and in their ability to execute your strategic roadmap?

3.     Is your leadership team positioned behaviorally to execute your strategic roadmap?

If you are not able to say yes to all three of these questions, it’s time to speak with us on how. Learn how we use The Predictive Index Behavioral Assessment? to address the above needs for you and your leadership team.

7 Key Questions to Staying Aligned and Engaged with Your Direct Reports and Team

In our world of leadership flux, if you are a C-level or senior-level executive or an aspiring manager, and you are trying to align, develop, and provide feedback with your team, here are 7 key questions you should be asking with each of your direct reports and with your leadership team. It’s not about spending more time with them, it’s about having more structured discussions with greater clarity and understanding of expectations, input and feedback.

The world is changing rapidly. Having this dialogue throughout the year is critical for alignment and direction. If you have a new direct report or your organization and business are going through substantial changes, you may want to have this meeting more frequently, otherwise every 2-3 months will do.

1.     Where do think we should be going? Where do you think we should be going as a business, as an organization, as a team? Ask clarifying questions if you are unclear or uncertain. Then share where you see the business going and what you believe is needed from the organization, the team and this direct report.

 2.     Where are you going? Where do you believe you are going strategically and tactically? How are you going to get there? What’s changed if anything and why? Where do you think we should be going? Then as their boss, share your thoughts and observations for the overall organization and then your thoughts for that direct report.

 3.     What do you believe is doing well? What do you believe is going well and why? What are you proud of? This is an opportunity to acknowledge and be aware of what they are doing and why and what they are proud of. You may not be aware of it, and it’s an opportunity to not only learn of it but to appreciate and acknowledge it.

 4.     What do you suggest for improvements? What do you feel you should improve in? What advice would you give to yourself? Then provide suggestions to this direct report for improvement for now and the future. You can really learn about what your people are thinking and what they need from you. You really don’t know unless you ask and this is critical for helping in their development and potential course correction, if needed, and for their success.

5.     How can I help you? How can I help you can get there? What do you need from me?

6.    What suggestions do you have for me? How can I help you get to where you want/need to go, in what you need to accomplish?

 7.    Shared Accountability. How are we staying accountable? It’s critical that you and your direct report take responsibility during these meetings and in between these meetings, to address any potential ambiguity and confusion, and lack of clarity, prioritization, or direction. You both share accountability.

How we approach and manage change will determine future success. How are you equipping yourself and your team with the tools and processes to help them navigate the road to success and to manage the dangers of misalignment and constant states of being in flux?

MCG Partners is a leadership and talent optimization firm – aligning your business and people strategy for maximum results. To learn more on how we can help you, please contact John Griffith at [email protected]