Dr. Abiola Salami | Performance strategist with valuable insights for high-performing professionals, entrepreneurs & nation-builders | CHAMP
Leadership performance is under threat. Many leaders assume that leadership development is a reward rather than an intentional, structured plan to move them through a growth process in support of their continuous improvement on their leadership journey.
There are also leaders who assume that excellent financial performance equals excellent leadership performance. For these leaders, the end result justifies the means. They erroneously use their financial performance to excuse their excessive and many times toxic behaviors. Sadly, some organizations continue to celebrate toxic leaders because of their excellent financial performance, thereby mainstreaming toxicity across the organization. But according to research, “Toxic leadership behaviors lead to turnover intention, decreased satisfaction, lack of commitment, and low performance and psychological stresses such as anxiety, depression, fatigue and detachment.”
Peak-performing leaders understand that excellent financial performance is just a subset of peak performance. They understand that employee metrics such as attrition, engagement, development, psychological safety and welfare are critical measurements of peak performance. These leaders therefore understand that leadership development is a continuous journey of improvement.
The world is in need of peak-performing leaders. In a rapidly evolving world, strong, empathetic, courageous and visionary leaders are more crucial than ever. We are at a turning point where individuals are stepping up as disruptors, building thought leadership with the courage and determination to add value and lead.
Peak-performing leaders commit to examining their leadership performance from time to time. When you conduct an honest appraisal of yourself, you will discover your strengths and possible areas of improvement. With these, you can consolidate your strengths and seek intervention for improvement where necessary.
Using a scale of zero to five for the grading, with zero being “not at all,” leaders can leverage the following fifteen questions to appraise their leadership performance. The questions apply whether you are leading a small team, a division or an entire organization across multiple functions and continents.
1. How committed am I to my development as a leader?
This question is asking if you have taken steps to improve your leadership skills within the period under review. As a peak-performing leader, you must prioritize your growth—less ego, more education.
2. Did I resolve the last conflict on my team with the best outcome possible?
This question helps determine whether you enable conflict, avoid conflict or resolve it with the best outcome for both the stakeholders in conflict and the team.
3. How often do I practice open communication with my team?
This question is asking if you are intentional about productive communication on your team. As I’ve written before, “Leaders who are productive communicators—and ultimately peak performers—are intentional about how they engage with others. They understand that true communication begins with listening and thinking. More importantly, high-performing leaders encourage feedback because they know communication doesn’t necessarily mean they must have the final word.”
4. Do I acknowledge the contributions of team members even when I disagree with their point of view?
This question is seeking to learn how you engage when you encounter opposing views on your team. It also seeks to learn how flexible you are, especially when your team members have a superior opposing argument. As a peak-performing leader, you must understand that your role is to guide your team toward making the best decisions for the attainment of the organization’s goals.
5. Would my team members describe me as available and accessible to them?
This question seeks to learn how busy, available or accessible you are for the team.
6. Would my team members describe me as one who leads by example?
This question is seeking to learn about your personal integrity as a leader.
7. Do my team members perceive me as a responsive leader when it comes to their on-the-job struggles?
This is exploring how you respond to work-related issues for your team. It also seeks to see how compassionate you are as a leader.
8. Do my team members perceive me as a responsive leader when it comes to their off-the-job struggles?
On a related note, this question explores how you respond to non-work-related issues for your team.
9. From my perspective, how well do I think I really listen to my team members?
Would your team members say you listen to them?
10. How well do I collaborate with my team?
Leadership shouldn’t be a lonely journey. This question seeks to show how well you collaborate with your team members in problem-solving and decision-making.
11. Do I know the strengths and areas of improvement of the team members directly reporting to me?
This question seeks to understand your level of awareness of your team members.
12. Do I delegate responsibility based on unique strengths and areas of improvement?
Appraise your style of delegating responsibility.
13. Judging by short-term outcomes and staff attrition, how well do I motivate my team?
This question seeks to understand the results of your efforts (or lack of effort) at motivating your team.
14. How intentional am I about building a cohesive team?
This question is a good way to evaluate your commitment to fostering cohesion in your team.
15. Do I champion a leadership development program for my team?
This question seeks to understand your commitment to developing your team members. It also seeks to understand the initiatives you deploy to develop them.
Do your best to answer the question as honestly as possible. You may discuss your results with your team members to confirm some of your responses. You can also discuss the result with your mentor or coach.
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