8 questions leaders should ask themselves.

It’s that season again, Cadburys season. As I unwrap my 3rd cream egg of the week I find myself wondering have they got smaller or have I grown up? There are many chocolate bars I remember fondly from my youth that appear to have shrunk or indeed changed name. But while my mind was pondering this pleasurable but rather pointless question I started thinking about questions that should be reflected on within the workplace.

As a coach I ask questions all the time. It is, in effect what the coaching process is. But do we ask ourselves enough questions? Do we take time out of our hectic work schedules and lives to reflect on issues we need to. Whatever these may be? Only by questions do we generate answers and answers can bring change, ideas and improvements.

For leaders time is often precious and I wonder how much reflection takes place. So as a leader, if you find yourself some time to reflect between eating chocolate this Easter, these are my tips for questions you could consider.

Do I lead by dictating or coaching?

What is your style as a leader? Do you tell people what they need to do or do you coach them to do it. In my view there is no right answer. As I coach I advocate coaching, but as a leader there are times to dictate, take control and make things happen. However one constant style can leave you stuck in a rut and getting the same results from the same behaviours, which may not be the desired results. If you always dictate, try coaching or vice versa. Effective leadership is about being able to change and adapt to people or situations.

Are my people engaged?

Take a moment to consider your culture, are your people loyal, effective, happy, in flow, motivated, satisfied enthused, energised and working for the good of the organisation? If the answer is no, then you need to ask why not. If the answer is I don’t know then you need to ask if they are engaged. Consider an employee engagement survey if you wish to know the true views and act on them accordingly.

Do I delegate enough?

I recently carried out some management training and all of the group were highly effective but every single one of them had an issue with delegation. The barriers ranged from control issues to worry about consequences to feeling the team had enough to do but all of them recognised one thing, that in not delegating they were taking precious time to do tasks that they should not be doing and their management tasks were suffering.

I work with many leaders and delegation is a consistent theme. If I ask the question, what can you delegate and what will you then have more time to do the answer will invariable be, day to day fire fighting tasks could be delegated and allow more time for being proactive. Of course fire fighting is important as who wants a building on fire, but no organisations can afford to not look forwards and just stand still. If you are a leader, you need to be doing this and if this means delegate, you need to overcome the barriers to delegation.

Do I manage with aggression or assertion?

Being assertive is making a point with calm, listening and responding. Standing up for yourself by articulating your point and getting what you need from others. Aggression is attacking people and their views, belittling, invalidating and being defensive. They are not the same thing. Good leaders are assertive.

Who challenges me and my way of thinking?

For some leaders, reaching the top can mean that they become the pinnacle and with this comes the view that what they say is always right. This may be the case and a leader may be the expert in their organisation. This may be the reason they became the leader. However being challenged contributes to new thinking and ideas or quite simply better ways to do things. Being in a position of always being heard but never questioned can lead to stale thinking. Ask yourself when you were last challenged in your thoughts, ideas, actions, day to day behaviours, plans or strategy. If you are not challenged consider how you can be. Is there someone within the organisation or an external person? Do you take the time to network within your industry to hear new views, attend training or seminars or read blogs or articles? You may be surprised the new ideas that come from challenge.

Do I spend enough time on strategy and being proactive?

A simple question. Review your last month. How much time did you lead by looking forwards and how much time did you look backwards or deal with day to day pressures and needs? Consider your answer. Is this the right balance for your organisation or role? If it’s not consider these three questions; what do I need to spend more time doing? What benefit will I get from doing it? What do I need to do to make it happen?

Am I liked, respected or admired?

As a leader being liked is nice, being respected is vital. It is important to know when to make tough decisions and take difficult actions and lead your organisation, a focus on being liked can come from self doubt and lack of confidence. Being respected comes from being fair, consistent and effective. A good leader is respected and ideally admired and should focus on how to be admired for doing a great job as opposed to being liked for being a nice person.

Can I be a more effective leader?

Only you know your role and your organisation and how effective you are. No one is perfect. Take a minute to reflect on the above or other elements of your role and set yourself the task to make one change. Commit to it and make it happen.

Happy reflecting. Enjoy the Easter break and thanks for reading.