Mindmap-Book: Fear Your Strength

Mindmap-Book: Fear Your Strength

• Introduction
• 1 Strengths Beget Weaknesses—In Two Very Different Ways/12
• 2 The Yin-Yang Responsibilities of a Leader
• 3 Mindset
• 4 Dialing Back/
• 5 The Complete Leader
• Leadership VersatilityIndex Survey
  • Instructions
    • Please rate your performance on the following eight leadership behaviors. Note that this is not the typical rating scale. On a typical scale, a higher score is a better score. On this scale, the best score is a “0,” in the middle of the scale. The premise is that there are two kinds of performance problems: doing too little of something or doing too much of it.

    WARNING:

    • Some people misread this scale. Please do not mistake it for the usual type where a high score is the best score. Use the “too much” side of the scale for items that you take to an extreme—what you do too frequently or with too much intensity. Use the “too little” side for those items that you are deficient on—what you do not do often enough or do with too little intensity.

    Leadership Behaviors Survey:

    • 1.Taking charge—being in control of your unit.
    • 2.Taking the initiative—seizing the opportunity to lead.
    • 3.Empowering your subordinates to run their units—able to let go.
    • 4.Giving your subordinates plenty of room to show initiative.
    • 5.Spending time and energy on long-term planning—future-oriented.
    • 6.Thinking broadly—taking a big-picture perspective.
    • 7.Focusing on getting things done in the short-term—results-oriented.
    • 8.Paying attention to the details—having a finger on the pulse of day-to-day activities.

    Forceful Leadership-taking the lead and pushing for performance

    Enabling Leadership-creating conditions for others to lead and contribute

    Strategic & Operational-positioning the organization for the future

    Operational Leadership-focusing the organization on the short term

    F-E Versatility-the ability to freely draw upon these two opposites, unrestricted by bias in favor of one side and prejudice against the other side. The higher the percentage, the greater your versatility on this important duality

    S-O Versatility-the ability to freely draw upon these twoopposites, unrestricted by bias in favor of one side and prejudice against the other side. The higher the percentage, the greater your versatility on this important duality.

    Forceful & Enabling

    • Takes Charge vs. Empowers
      • 1f. Takes charge–in control of his/her area of responsibility.
      • 1e. Empowers people–able to let go.
      • 2f. Assumes authority–makes it clear that he/she is the leader.
      • 2e. Gives people room to show initiative.
      • 3f. Gives direction–tells people what to do.
      • 3e. Allows his/her people to decide how to do their jobs–hands-off.
      • 4f. Steps in–gets personally involved when problems arise.
      • 4e. Trusts people to handle problems that come up in their area of responsibility.
    • Declares vs. Listens
      • 5f. Decisive–makes up his/her mind quickly.
      • 5e. Participative–includes people in making decisions.
      • 6f. Lets people know clearly where he/she stands on issues–declares him-/herself.
      • 6e. Relies on input from others–cares what they think.
      • 7f. Assertive in making his/her point–speaks up.
      • 7e. Open to influence–can be persuaded to change his/her mind.
      • 8f. Defends his/her position–doesn’t back down easily.
      • 8e. Receptive to push-back–open to having his/her thinking challenged.
    • Pushes vs. Supports
      • 9f. Pushes people hard.
      • 9e. Shows appreciation–tries to make other people feel good about themselves.
      • 10f. Expects a lot from other people.
      • 10e. Nice to people, treats them well.
      • 11f. Direct–tells people when he/she is dissatisfied with their work.
      • 11e. Sensitive–careful not to hurt the other person’s feelings.
      • 12f. Holds people accountable–firm when they don’t deliver
      • 12e. Gives the benefit of the doubt–patient when people are not doing their job well.

    Strategic & Operational

    • Direction vs. Execution
      • 1s. Spends time and energy on long-term planning–future-oriented.
      • 1o. Focused on getting things done in the short term.
      • 2s. Thinks strategically.
      • 2o. Tactical–gets involved in solving day-to-day problems.
      • 3s. Takes a big-picture perspective–thinks broadly.
      • 3o. Pays attention to detail–has a finger on the pulse of day-to-day activities.
      • 4s. Anticipates the need to change direction–looks ahead.
      • 4o. Monitors progress–follows up.
      • 5s. Expansive–aggressive about growth.
      • 5o. Plays it safe–conservative about taking risks.
      • 6s. Ambitious to improve the organization–launches many change initiatives.
      • 6o. Practical about change–careful not to take on too much.
      • 7s. Willing to make bold moves.
      • 7o. Introduces change in small increments.
      • 8s. Jumps on new opportunities–entrepreneurial.
      • 8o. Efficient–careful to conserve time and money.
      • 9s. Questions the status quo–skeptical of established ways of doing things.
      • 9o. Goes by the book–expects people to +0.88 follow standard operating procedures.
      • 10s. Embraces change–willing to do things differently.
      • 10o. Stays with the tried and true–doesn’t fix what isn’t broken.
      • 11s. Open to creative ideas for new products or services.
      • 11o. Organized–takes a methodical approach to getting things done.
      • 12s. Encourages innovation–creates a safe environment for trying new things.
      • 12o. Process-oriented–manages in an orderly way.