The 6 Secret T’s To Know What To Delegate

 Do you feel overwhelmed at work?

If yes, you are not alone. According to a recent Deloitte survey of 2,500 organizations in 90 countries, two-thirds of managers say they’re overwhelmed.

This is a problem; your responsibility is to ensure the company succeeds.

The result is that managers and leaders take on too much work. A survey by eVoice found that 44% of entrepreneurs reported wearing five or more hats in their business at any time.

The answer is to delegate more effectively.

Delegate so you can spend more time on strategic decisions.

You should delegate every task that DOES NOT move you closer to achieving your objectives.

But how can you decide which tasks to delegate and what you should keep control of yourself?

Jenny Blake, in a Harvard Business Review article, suggests we conduct an audit using the six T’s to determine what tasks make the most sense to offload:

Tiny: Tasks that are so small they seem inconsequential to tackle, but they add up. They are never urgent, and even if they only take a few minutes, they make you out of the flow of more strategic work. For example, they are registering for a conference or event, adding it to your calendar, and booking the hotel and flight — on their own. These things may not take much time, but they all add up.

Tedious: Relatively simple tasks are not the best use of your time and can (and should) be handled by anyone but you. For example, you manually input a 100-item list into a spreadsheet and colour-coding it or update the KPIs in your presentation deck.

Time-Consuming: Although they may be significant and even somewhat complex, tasks are time-consuming and do not require you to do the initial 80% of research. You can quickly step in when the task is 80% complete and give approval, oversight and direction on the next steps.

Teachable: Tasks that, although complicated-seeming at first and possibly comprising several smaller subtasks, can be translated into a system and passed along, with you still providing quality checks and final approval and, for example, teaching one of your direct reports how to draft the presentation deck for the monthly all-hands meeting and even how to be the one to deliver those updates to the team.

Terrible At: Tasks that not only do not fall into your strengths but an area where you feel unequipped. You take far longer than people skilled in this area and still produce a subpar result. For example, designing those PowerPoint slides for the team meeting.

Time Sensitive: Tasks that are time-sensitive but compete with other priorities; there isn’t enough to do them all at once, so you delegate an essential and time-sensitive task to be done parallel to your other project-based deadlines.

Once you have decided what to give away, learn how by reading “The #1 Secret “ & 4 Tips You Need To Know To Delegate.”

Being A Drunk – You Can’t Change Into Being A Better Leader If It Is Counter To Your Values

In the most recent Better Leader Inner Circle, we discussed developing your personal transition plan to become a better leader.

But where you want to end up MUST be aligned with your values.

You see, no one is perfect. Not you, and certainly not me.

None of us is all that we could be. At the core of any successful change is a compelling need to create something different – to move toward something desirable. 

I wanted to be better, but my drinking was getting in the way.

My desire to be a more effective leader had to be rooted in values.

Once I understood my values, I used them as the foundation for a Better version of myself.

This is as true for organizational and work cultures as yours.

Hear my story by clicking the video below:

And learn more about when my values clashed with my being better:

7 Steps To Leading in A Crisis: Don’t Be an Ass

Increase Your Emotional Intelligence To Be a Better Leader 

Maya Angelou, Imposters, 50% Rules & 4 Traps To Avoid

The legendary poet and activist Maya Angelou once said about herself: “I have written 11 books, but each time I think, ‘Uh oh, they’re going to find out now. I’ve run a game on everybody, and they’ll find me out.”

 

Are you faking it until you make it?

Can you move past the imposter syndrome to the following levels of personal confidence and, thereby, the next level of leadership competencies?

You need to understand a few inalienable thoughts.

To transition successfully, leaders must become good students of their own experience and remain open to adapting their mindset and behaviour.

 

The 50-Percent Rule

The 50-percent Rule goes like this:

Half of what made you successful in the past is essential to success in your next role.

And half of what made you successful in the past won’t help in your next part and may get in the way of success.

The thing is, no one can tell you which half is which!

 

Transition Traps

Without attending to the 50-percent Rule, leaders easily fall into any of the following transition traps:

  • The big speech.
  • There’s a new sheriff in town.
  • I know what good looks like.
  • Get stuff done at any cost.

Trap No. 1: The Big Speech

The big speech is precisely that: trying to be articulate early on, tying the business and yourself into a nice bow.

The trap is that you, the leader, mentally check the box that you have been clear, but everyone else remains in wait-and-see mode or thinks, “I’ve heard that before.” 

Trap No. 2: There’s a New Sheriff in Town

Some leaders intend to be candid about their expectations, ensuring everyone knows who is now in charge. They may think they are telling people how to be successful.

If the leader isn’t clear on what distinguishes high from underperforming, they drive honest conversation underground and foster a rumour mill about who might be in the doghouse—or worse. 

Read More About the New Sheriff

Trap No. 3: I Know What Good Looks Like 

Ironically, leaders can fall into this trap precisely because they desire to share best practices. The first time a leader in transition offers benchmark comparisons of how similar issues were handled at their last company, people listen attentively. But by the fourth or fifth time, the same people discretely roll their eyes or mentally recite the benchmark story they have heard too many times.

The trap is that leaders isolate themselves from the people they want to work with.

Trap No. 4: Get Stuff Done at Any Cost 

As you up your leadership game, you may commit to driving the change that previously could not be achieved. You may start leaning on people until the shift occurs. Progress may be realized at the cost of creating a reputation for being unreasonable and dismissive.

By falling into this trap, you will be forced into investing time in rebuilding your brand, re-establishing relationships, and discovering ways not to alienate everyone around you. 

 

What can you do?

For all of your positive aspirations to be the leader you want to become and your people deserve, you can fall into almost every trap imaginable.

Steve Interviews An AI About Leadership

It’s impossible to avoid hearing about AI these days.

From those who praise it to those who warn about an impending apocalypse because of it, there is no shortage of opinions or predictions about it.

Instead of discussing AI’s pros and cons or capabilities, I will try something different in this post.

Today I will interview an AI by asking ChatGPT questions about leadership!

What do you think about ChatGPT’s responses?

ChatGPT: A leader can leverage AI's predictive power to exercise wise judgment by using AI-generated insights as valuable inputs in their decision-making process. Here are some ways a leader can achieve this:

Understanding AI predictions: A wise leader takes the time to understand how AI generates predictions and the data used to make them. This understanding helps them interpret AI-generated insights accurately and identify potential biases or limitations in the projections.

Validating AI predictions: Before making critical decisions based on AI predictions, a leader may validate the AI's accuracy and reliability through testing and historical data analysis. Ensuring the AI model's performance aligns with real-world outcomes is essential for building trust in its predictions.

Considering AI as a tool, not a decision-maker: A wise leader treats AI as a valuable tool rather than a sole decision-maker. They use AI-generated predictions as one factor among many to inform their judgment, considering human intuition, experience, and qualitative factors.

Identifying patterns and trends: AI can analyze vast amounts of data to identify patterns and trends that may not be apparent to humans. A wise leader uses AI to surface these insights, enabling them to make more informed decisions.

Recognizing AI's limitations: While AI can excel in pattern recognition and data analysis, it may need to understand complex human dynamics or unforeseen events fully. A wise leader acknowledges AI's limitations and knows when human judgment is more appropriate.

Balancing short-term and long-term considerations: AI predictions often focus on short-term outcomes. A wise leader considers long-term implications, weighing AI-generated insights against broader strategic goals and the organization's values.

Ethical considerations: A wise leader ensures that AI predictions align with ethical standards. They are mindful of potential biases in the data used to train AI models and take steps to mitigate any unintended consequences.

Feedback and continuous improvement: A wise leader encourages input from team members regarding using AI predictions in decision-making. They use this feedback to improve the AI model's performance and refine their judgment.

Transparent communication: A wise leader communicates to the team how AI predictions are used and integrated into decision-making. Transparent communication builds trust and helps everyone understand the reasoning behind confident choices.

In conclusion, leveraging AI's predictive power requires wisdom in its application. A wise leader understands AI's capabilities, validates its predictions, considers it a valuable tool, recognizes its limitations and uses it to complement human judgment. By striking this balance, a leader can harness the full potential of AI to make well-informed decisions that drive positive outcomes for the organization and its stakeholders.

ChatGPT: In the context of leadership, AI can also be vulnerable to some human flaws, particularly in decision-making and management. Here are some ways AI can be affected by human weaknesses in leadership:

Overreliance on AI Recommendations: Leaders may need to evaluate them critically and consider alternative perspectives before they can trust AI-generated recommendations. This overreliance can lead to poor decisions if the AI's predictions are flawed or human intuition and expertise are disregarded.

Ignoring Context and Nuance: AI models cannot fully grasp certain situations' nuances and complexities. Leaders may make decisions solely based on AI-generated insights without considering the broader context or human factors involved.

Confirmation Bias: Human leaders might use AI to validate their pre-existing beliefs or preferences, leading to cherry-picking or misinterpreting AI-generated data to support their views.

Resistance to AI Adoption: Human leaders hesitant to adopt AI in their decision-making process may miss out on valuable insights and opportunities AI can offer.

Misunderstanding AI Limitations: Leaders who need to be better informed about AI's capabilities and limitations may have unrealistic expectations or misguided assumptions about what AI can achieve, leading to disappointment or misapplication.

Failure to Consider Human Impact: AI-driven decisions can significantly affect employees and stakeholders. Leaders may prioritize AI-driven efficiency only if they adequately consider the human impact, leading to employee dissatisfaction or ethical dilemmas.

Ceding Control to AI: In some cases, leaders might become overly reliant on AI to the extent that they abdicate their decision-making authority to the technology, diminishing their role and accountability as leaders.

To address these flaws and ensure effective leadership with AI, leaders should:

Develop a deep understanding of AI technologies, their strengths, and their limitations.

Use AI to complement human judgment and decision-making rather than replace it entirely.

Encourage a culture of open dialogue and critical thinking where AI-generated insights are discussed and evaluated alongside human senses.

Foster a growth mindset that embraces AI as an opportunity for learning and improvement rather than a threat to traditional leadership roles.

Continuously invest in upskilling and training to enable leaders and employees to work effectively with AI systems.

Regularly assess the ethical implications of AI adoption and ensure that AI aligns with the organization's values and principles.

By acknowledging and addressing these human flaws, leaders can harness the potential of AI while maintaining their essential role in making informed and responsible decisions that benefit their organizations and stakeholders.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or co-humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

 

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

ChatGPT: There are several reasons why some companies may not fully realize the potential of AI:

Lack of Awareness and Understanding: Some companies may need to be fully aware of AI's potential benefits or understand how AI can be applied to their industry or business processes.

Cost and Resource Constraints: Implementing AI technologies can require significant investments in financial resources, expertise, and infrastructure. Smaller companies or those with limited budgets may need help implementing AI initiatives.

Legacy Systems and Processes: Companies with outdated legacy systems or deeply ingrained traditional processes may need help seamlessly integrate AI into their operations.

Organizational Culture and Resistance to Change: Company culture plays a significant role in AI adoption. AI implementation efforts may face obstacles if there is resistance to change or a lack of support for innovation.

Data Privacy and Security Concerns: Companies operating in highly regulated industries like finance and healthcare may be cautious about adopting AI due to data privacy and security concerns.

Skills Gap: There may be a need for more AI talent and skilled professionals who can develop and deploy AI solutions, making it difficult for some companies to embrace AI fully.

Uncertainty and Risk Aversion: AI adoption entails some uncertainty and risk. Some companies may only invest in AI with clear evidence of its ROI or success stories from similar organizations.

Unproven ROI: Demonstrating the return on investment (ROI) of AI projects can take time and effort, especially in the early stages of adoption.

Despite these challenges, it's worth noting that the AI landscape is constantly evolving, and the adoption of AI has continued to progress. As AI technologies mature and become more accessible, and as success stories from early adopters become more prevalent, more companies are likely to realize AI's potential benefits and leverage its capabilities.

Governments and industry bodies may also promote AI adoption through initiatives, incentives, and regulations that encourage responsible and innovative AI usage.

ChatGPT: AI can play a complementary role in leadership by balancing human weaknesses and enhancing decision-making processes. Here are some ways AI can help address human weaknesses in leadership:

Data-driven Insights: AI can process vast amounts of data and provide leaders with objective, data-driven insights, reducing the influence of biases and emotional decision-making.

Pattern Recognition and Prediction: AI identifies patterns and makes predictions based on historical data, helping leaders anticipate trends and make informed decisions.

Risk Analysis: AI can analyze risks and probabilities more comprehensively, aiding leaders in making risk-informed decisions and mitigating potential pitfalls.

Personalized Recommendations: AI-powered systems can provide customized recommendations to leaders tailored to individual preferences and priorities.

Time Management: AI can automate repetitive tasks, freeing up leaders' time to focus on strategic thinking and high-level decision-making.

Continuous Monitoring and Feedback: AI can continuously monitor performance metrics and provide real-time feedback, helping leaders stay updated on the effectiveness of their strategies and interventions.

Augmented Decision-making: Rather than replacing human judgment, AI can increase it by presenting alternative scenarios and providing additional information to support decision-making.

Identifying Skill Gaps: AI can assess employee skills and identify areas for improvement, allowing leaders to implement targeted training and development programs.

Diversity and Inclusion: AI can help address biases in the hiring process by screening candidates based on objective criteria, leading to more diverse and inclusive teams.

Enhancing Customer Experience: AI-driven customer insights can help leaders better understand customer needs and preferences, leading to improved products and services.

However, it is crucial to recognize that AI also has limitations, and there are aspects of leadership where human qualities remain irreplaceable. For example, human leaders still best handle emotional intelligence, empathy, ethical decision-making, and the ability to understand complex social dynamics.

To harness the potential of AI in leadership while balancing human weaknesses, leaders should:

Invest in AI technologies aligning with the organization's needs and strategic goals.

Foster a culture encouraging a collaborative approach between AI systems and human decision-makers.

Ensure that AI systems are transparent, explainable, and ethically aligned to avoid reinforcing biases or making opaque decisions.

Provide adequate training and support to help employees and leaders develop AI literacy and skills.

Continuously evaluate the impact of AI on leadership effectiveness and adjust strategies accordingly.

By embracing AI as a supportive tool rather than a replacement, leaders can leverage its strengths to augment their decision-making and address human weaknesses while maintaining a human-centric approach to leadership.

ChatGPT: As of my last update in September 2021, AI does not have intelligence or consciousness as humans do. AI is a computer-based technology that can process and analyze vast amounts of data, recognize patterns, and perform specific tasks accurately and efficiently. It is designed to simulate certain aspects of human intelligence, such as problem-solving, language understanding, and decision-making. Still, it is not sentient or capable of proper understanding, emotions, or consciousness.

Regarding the term "new leadership," it is essential to clarify its context. If "new leadership" refers to leveraging AI and technology in leadership practices, AI can significantly transform leadership approaches. AI technologies can provide leaders with valuable insights, data-driven decision support, and efficiency in managing various aspects of their organizations.

For example, AI can assist in analyzing large datasets, predicting market trends, automating routine tasks, identifying patterns in consumer behaviour, and personalizing customer experiences. By integrating AI into their leadership practices, leaders can make more informed decisions, optimize processes, and stay ahead in rapidly changing business environments.

However, it is essential to emphasize that AI should not replace human leadership. Instead, AI should be seen as a tool that complements and enhances human decision-making and strategic thinking. Effective leadership requires a combination of human qualities, such as emotional intelligence, creativity, empathy, and ethical decision-making, which AI cannot replicate.

In summary, while AI technologies can significantly facilitate new leadership approaches by providing data-driven insights and optimizing processes, authentic leadership will always require human qualities and judgment. Leaders who understand leveraging AI effectively while maintaining their human-centred approach will likely thrive in the ever-evolving business landscape.

Theirs is but to do or die – Actions to Ensure Honesty When Speaking Truth To Power

Sadly, old-fashioned ideas like “Theirs not to reason why, Theirs is but to do or die” still exist.

‘Theirs not to reason why, / Theirs but to do and die’: these lines have become famous, though they’re often misquoted from the 1854 poem ‘The Charge of the Light Brigade’ by Alfred, Lord Tennyson (1809-92).

The actual lines come from the second stanza of the poem inspired by one of the greatest calamities in British military history: on October 25, 1854, during the Crimean War, the British Light Cavalry Brigade, comprising some 670 men, charged disastrously against some 25,000 Russian soldiers.

The stanza was not about quiet courage; it was about blind obedience.

‘Forward, the Light Brigade!’
Was there a man dismayed?
Not though the soldier knew
Someone had blundered.
Theirs not to make reply,
Theirs not to reason why,
Theirs but to do and die.

Into the Valley of Death
Rode the six hundred.’

So as a leader, what can you do to make sure people can reply and speak truth to power in your team?

And how do you do it upwards?

How not to F Up conversations with your team

The Power/Truth Imbalance

The whole concept of speaking truth to power rests on an imbalance of power and information.

The leader has the power, but often the follower has the information.

Why isn’t transferring valuable, truthful information a simple thing?

It’s because a combination of weaknesses, opportunities, and threats are at play wherever those imbalances exist. What they are and how followers can do something about them is worth examining as a follower too.

Studying these imbalances helps you, as a leader, understand why people might not bring you their ideas.

Let’s look at an old-school SWOT analysis:

 

What must the leader do to ensure followers speak the truth to them?

They need to create conditions that minimize the followers’ weaknesses and threats.

      1. Do pass your experience on to your followers as to why you are making the decision.
      2. Do give Followers the context behind the decision.
      3. Do not punish those who offer him their logical opinions and well-reasoned judgments.

The third bullet (above) third is the most difficult for a leader. If you can’t make your followers comfortable challenging you, don’t expect to reap the benefits of their honest opinion.

Improve your conversations through silence.

What does the follower need to do?

First, this must be based on a bedrock of competence and professionalism. If you are a constant complainer, your moment of truth to power will be taken as another complaint.

But to be listened to, try to avoid threatening the leader.

      1. Explain how you see issues and facts in light of his grasp of the situation and detail.
      2. Do so in a way that doesn’t threaten his leader’s ego.
      3. Do not threaten the leader’s authority.
      4. Do not diminish the effort that the leader has made so far.

How might that look? Try to:

      1. The leader’s attention is grabbed in a way that doesn’t threaten his ego.
      2. Puts the problem up front as an observation based on the follower’s knowledge.
      3. Offers a solution rather than demands a change.
      4. Reduces the threat to the leader’s authority by giving them the power to decide.
      5. But finishes with a question, which creates a ‘closed loop communication.’ The leader has to respond.

Frame your difficult conversations with the power of Facts, Feelings & Future

Get attention, state the problem, offer a solution, and ask for agreement.

How does it work?

First comes the attention-getter. Recognize the Leader’s position by saying:

‘I know you have a tough job as our boss, and I am sure I couldn’t do better. But would you be open to hearing my thoughts on this project?’

Second, state the problem as you see it. Use a statement. 

“We plan to take the same action we’ve taken several times.”  

Third, offer a solution and use strong language:

“I know it seems like the safest option, and we’re under time pressure. We should take a few moments to repair the problem before we proceed.“

Finally, seek agreement. This is important because it focuses on the leader to reply. It closes the loop of communication:

 “Do you agree?”

I wouldn’t go so far as to say this technique will suddenly lead to your boss listening to you and agreeing with every point you make.

But it is backed by research in the airline and medical industries that show it increases the chances of leaders listening to followers. It’s also shown to improve the quality of outcomes as well.

 

Follower or leader: Improve your chances.

So, if you’re a leader, pass your experience on to your followers, give them the context and avoid punishing or otherwise damaging those who offer their logical opinions and well-reasoned judgements.

Teach your team to use the technique above and recognize it when it’s in action. When they use it, your team tries to tell you something you need to know.

Remember that complainers don’t get listened to when you are a follower.

Only competent professionals get to have their truth heard. Use the technique above to improve your chances of being listened to. Explain how you see issues and facts.

Do so in a way that doesn’t threaten your boss’s ego or authority.

What kind of leader are you? Do you want the final say or are you all about democracy? Take our quiz to find out …

 Instructions:

      1. The quiz should take about five minutes.
      2. Answer the following questions by circling the letter (A, B, C, D) that best reflects you.
      3. At the end of the quiz, add the number of A’s, B’s, C’s, or D’s you have.
      4. Then discover what kind of leader you are, as well as tips for success with that leadership style.

Click Here To Download You Own PDF Copy Of This Quiz


1. Do you enjoy working in a group setting?

A. No, telling the group what we will do is easier.

B. Groups can be a good way of promptly achieving what you want to be done.

C. I would rather let the group work alone and then give them my thoughts on what they come up with at the end of the meeting.

D. Yes, I enjoy hearing what my peers have to say.

2. A colleague comes in late for work the third day in a row after promising you it would never happen again. She begs you not to tell your supervisor. What do you do?

A. You had already told your supervisor the first time she was late, and now you will put in a complaint to HR.

B. You tell her that it will be ok and that you will make sure no one finds out.

C. You don’t want to get involved, so you slip off and perform your duties. 

D. You tell her that you have already caught her up on the work she was behind but that you are worried she might get in trouble. You ask her kindly not to be late again.

3. If you had chosen a career path other than what you are doing now, which of the following would you have chosen?

A. A job in criminal justice (Judge, Police Officer, Lawyer).

B. A job in entertainment (Dancer, Singer, Actor).

C. A job in finance (Accountant, Business, Stock Broker).

D. A job in events (Event Planner, Wedding Planner, Manager)

4. Your colleague is having problems at home and is asking you for your advice at work. What do you do?

A. Tell them to keep their personal problems to themselves, especially at work. 

B. Tell them everything will be ok, and you will work out a solution for them. 

C. Ask them what they think they should do about the problem, and then tell them to follow their intuition.

D. Tell them you would be happy to help them every step of the way, whatever it takes.

5. How do you feel about rules?

A. You make the rules

B. It’s ok to bend the rules if you need to.

C. Rules need to be established to get work done.

D. Rules are made for a reason and should be followed. 

6. A new employee was hired last month, and he still hasn’t gotten used to how fast-paced your department is. What do you do?

A. You usually tell people what to do to be efficient, and he is no different. You don’t mind directing your colleagues. 

B. You encourage him to shadow you to learn how to do the job properly and efficiently, just like you. 

C. You let him work the job out on his own. He was given all the necessary tools in school to be successful.

D. You tell a few colleagues about the issue and work together to ensure he gets the proper training.

7. How do you prefer to make a big decision at work?

A. I like to make the decisions and then let my colleagues know what I have decided we will do.

B. Encourage your team to see it your way; after all, you usually have the best ideas.

C. You like to let your staff know all the information needed to make the decision and then let them brainstorm on their own.

D. You like to work with your peers to find the best solution possible, even if it takes a while to arrive at a conclusion.

8. How responsible do you feel for your coworkers?

A. I feel very responsible. I have always felt nothing will ever be done on time if I don’t constantly direct my team.

B. I am somewhat responsible for them because they admire how well I do my job. They might get confused if they didn’t have me as a role model.

C. I am not responsible for any of my colleagues. They have the materials they need to succeed.

D. We are all responsible for each other.

9. When you are learning something new you,

A. Want to gather the information needed and learn the facts quickly?

B. Read some of the material, but eventually, you teach yourself how to do it independently.

C. Like to learn only the required information so you are efficiently using your time.

D. Read all the provided material, as well as research it yourself. Also, you speak to your peers and exchange information and opinions on the subject.

10. What words describe you best?

A. Powerful, efficient and independent.

B. Energetic, motivational and charming.

C. Relaxed, trusting and helpful.

D. Logical, social and creative.

Click Here To Download You Own PDF Copy Of This Quiz

Exam Time is over! Now, count your A’s, B’s, C’s and D’s:

A’s _____ B’s _____ C’s _____ D’s _____

 

If you have chosen mostly A’s, you are a Rigid leader. 

      • You are a powerful and intelligent worker; work is all about efficiency. 
      • You can sometimes come across as strict when you give directions, but in your mind, you are just doing your job well. 
      • Your leadership style is most helpful when there is a matter of urgency. 

However, this leadership style can come on as too strong in most situations. By delivering your message in a friendlier way, you will be able to do your work efficiently but also as one of the most well-liked employees.

If you have chosen mostly B’s, you are a Charismatic Leader. 

      • You are a very energetic worker and carry a large amount of responsibility. 
      • You love to encourage your team to do the best that they can do, although, sometimes, you may believe that you are the only one who knows how to get tasks done correctly. 
      • This is not always a problem for you; this leadership style makes you likable. Your coworkers tend to admire your work ethic. 

However, if you aren’t at work one day, some of your coworkers will have difficulty figuring out how to perform tasks without your direction. You need to ensure that your team has their independence from you so they can succeed as well. 

If you have chosen mostly C’s, you are a Laissez-Faire Leader.  

      • You are a leader that expects a lot from your coworkers. 
      • You give them the freedom to work independently without judgment, which works well if they are proficient workers and have a lot of experience. 

However, this leadership style can become disastrous if your colleagues are not as skilled as others. To avoid a lack of focus and motivation, you must make sure that you are checking in on your coworkers; They will benefit from more group work, and you will benefit from taking a more hands-on approach.   

If you have chosen mostly D’s, you are a Democratic Leader

      • You are a team player and believe in equal participation; therefore, you are bothered when your peers don’t work together.
      • Discussion and debate are your forte, which can hold you and your team back.
      • This can be one of the most effective leadership styles because your people feel like they are being treated fairly.

However, you ensure you are using your time effectively and avoid getting caught up in being fair such that you lose sight of the task at hand.

How Did You Do?

Is There Space For Improvement?

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