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Introduction – Leadership in the 21st Century "If you always do what you've always done, you'll always get what you've always got." Henry Ford (1863-1947) founder of the Ford Motor Company Peter Drucker famously stated that "management is doing things right; leadership is doing the right things." Great leaders possess dazzling social intelligence, a zest for change, and above all, vision that allows them to set their sights on the "things" that truly merit attention. Leadership in the 21st Century requires a fresh approach to gaining the engagement & buy-in of the people who make up our organisations. The ‘job-for-life’ culture of the 20th has now gone, and innovative approaches to leading teams are required – asking, rather than telling staff what to do – using a coaching approach helps people think creatively, helps us to do more with less, strengthens relationships and helps us manage organisational transformations. Life is full of leadership opportunities. Every time a person reaches a plateau, wanting to progress beyond the plateau, to improve, produce more significant results, there is a leadership opportunity. Progress comes only through change – through thinking, feeling and performing in a new way. Why a Skills Audit?
We know that there is a tremendous amount of talent within organisations
and we suspect that we have only seen the tip of the iceberg. This skills audit
has been designed to help you reflect upon, be able to articulate and possibly
share your expertise with others.
I hope you find this workbook useful and enjoyable.
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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An Appreciative Inquiry into Your Leadership Practice 1. Describe a high-point experience as a leader, a time when you felt most alive / happy and
engaged.
2. Without being modest, what is it that you most value about yourself and your leadership
role?
3. What are the fundamental elements of your leadership style, without which it would not
exist?
4. Imagine overnight, a miracle had occurred and everything you’ve wished for regarding
your leadership has become a reality. What do you see? What is going on? How have
things changed?
5. What three wishes do you have to enhance improve your leadership?
Adapted from Appreciative Inquiry-The Foundational Questions (Cooperider et al)
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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Your Knowledge Base Leadership Experience:
(This can include: Years of Experience, Leadership Programmes Attended, Workshops
Attended, Formal Qualifications / Accreditations, Books Read, Models Practiced, Role
Models – which leaders do admire & why?)
Thinking about your broader life / work experience; what knowledge have you acquired that
has proved to be useful to your leadership practice?
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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Your Leadership Skills There are a core set of skills that all effective leaders are expected to possess like being able
to build rapport, ask great questions etc. But what have you noticed that you are
particularly able to do; perhaps you have had feedback from your direst reports or
colleagues about this particular talent?
(This can include: helping individuals solve problems creatively, developing your teams,
managing difficult relationships, effective decision-making or building confidence etc.).
Thinking about your broader life / work experience; what skills have you acquired which
have proven useful to your leadership practice?
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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Your Leadership Behaviours If someone else was observing you leading what would they:
1. See – your gestures, expressions, body language, etc.:
2. Hear – Your voice tone, inflection, speed, your language:
3. Feel – What emotions are you modelling, what body sensations are you aware of and
will be transmitting:
What feedback have you received from direct reports / colleagues that confirms these
behaviours?
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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Summing Up If someone who knew nothing asked you about leadership, how would you describe it?
If someone who knew nothing about you, asked you about your approach to leadership,
how would you describe it?
[email protected] @AlexClapson uk.linkedin.com/in/alexclapson/
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Now list your key strengths & Development needs to form a Personal Development Plan
(PDP) to inform your next steps.
What do you do well as an effective leader?
What could you do more of to become a more effective leader?
What could you do less of to become a more effective leader?
Thank you for your valuable time in completing this audit, I hope that you have found the
experience affirming, energising & enlightening. If there is any feedback you would like to
offer to help improve the skills audit, please email me:
