Your Leadership Footprint How will you be remembered? Reflective questions on leadership impact and executive effectivness

Cover Title Page Copyright Page Full Title Page DEDICATION TABLE OF CONTENTS ABOUT THE AUTHOR PROLOGUE INTRODUCTION PART 1: REFLECTING ON SELF Question 1.1: ARE YOU LIVING A BALANCED LIFE? Question 1.2: ARE YOU GROUNDED BY UNSHAKABLE VALUES? Question 1.3: ARE YOU PURPOSE-LED, IN LIFE AND WORK? Question 1.4: DO YOU LEAD A LIFE OF INTEGRITY? Question 1.5: ARE YOU EMPATHETIC TO OTHERS? Part 2: GAINING PERSPECTIVE Question 2.1: ARE YOU AWARE OF HOW YOURLEADERSHIP STYLE IS PERCEIVED? Question 2.2: DO YOU RECOGNISE THE VALUE OFCOACHING AND ARE YOU COACHABLE? Question 2.3: ARE YOU AN INFLUENCER? Question 2.4: ARE YOU DELIBERATE IN CREATING QUALITY THINKING TIME? Question 2.5: DO YOU KNOW WHAT LIMITS YOU AND WHAT YOU SHOULD STOP DOING? PART 3: BUILDING LEADERSHIP FITNESS Question 3.1: ARE YOU CLEAR ON WHAT YOUR TOP PRIORITIES ARE? Question 3.2: DO YOU KNOW WHERE AND WHAT TO FOCUS ON AS A LEADER? Question 3.3: ARE YOU CONSTANTLY CURIOUS, LEARNING AND SEEKING NEW WAYS OF DOING THINGS? Question 3.4: ARE YOU RESILIENT AND ABLE TO LEAD THROUGH A CRISIS? Question 3.5: DO YOU HAVE ACCESS TO A THINK TANK OR SOUNDING BOARD? PART 4: SETTING THE TONE Question 4.1: DO YOU UPHOLD THE ORGANISATIONAL VALUES? Question 4.2: DO YOU CONSISTENTLY LIVE AND DEMONSTRATE APPROPRIATE LEADERSHIP BEHAVIOURS? Question 4.3: DO YOU ALLOW FOR COURAGEOUS CONVERSATIONS THAT CHALLENGE THE STATUS QUO? Question 4.4: IS YOUR CULTURE CONDUCIVE TO EFFECTIVE DECISION-MAKING? Question 4.5: DO YOU EMBRACE FREQUENT EMPLOYEE ENGAGEMENT? PART 5: DRIVING TEAM EFFECTIVENESS Question 5.1: DO YOU HAVE A SHARED PURPOSE THAT UNLOCKS YOUR TEAMS’ DISCRETIONARY ENERGY? Question 5.2: ARE YOU ABLE TO ACCURATELY ARTICULATE THE TEAM DYNAMICS? Question 5.3: ARE YOU AND THOSE AROUND YOU WORKING AT THE RIGHT LEVEL? Question 5.4: ARE YOU DELIBERATE IN CREATINGA COLLABORATIVE WORKING ENVIRONMENT? Question 5.5: DO YOU PROVIDE EFFECTIVE RECOGNITION FOR INDIVIDUAL OR TEAM SUCCESS? PART 6: UNLOCKING TALENT POTENTIAL Question 6.1: ARE YOU A CATALYST IN CREATING AN ENVIRONMENT THAT SEEKS TO UNLOCK PEOPLE'S FULL POTENTIAL? Question 6.2: DO YOU ACTIVELY SEEK TO FIND AND GROW PEOPLE’S PASSION AND STRENGTHS? Question 6.3: DO YOU OPENLY ENCOURAGE CURIOSITY, INNOVATION, AND EXPERIENTIAL LEARNING IN THE WORKPLACE? Question 6.4: ARE YOU ACTIVELY NURTURING AND DEVELOPING YOUR TALENT FOR FUTURE CAPABILITIES? Question 6.5: ARE YOU HIRING THE BEST POSSIBLE TALENT WHEN LOOKING EXTERNALLY? PART 7: FOSTERING RELATIONSHIPS Question 7.1: DO YOU KNOW WHO YOUR KEY STAKEHOLDERS ARE AND WHAT THEIR NEEDS ARE? Question 7.2: IS SERVANT LEADERSHIP A KEY PRINCIPLE IN HOW YOU FOSTER RELATIONSHIPS? Question 7.3: DO YOU SEEK TO BUILD OTHERS UP AND MAKE THE COMMUNITY A BETTER PLACE? Question 7.4: DO YOU KNOW YOUR WORK COLLEAGUES AT A PERSONAL LEVEL? Question 7.5: DO YOU REALLY KNOW WHAT OTHERS WANT TO ACHIEVE IN LIFE OR CAREER? PART 8: MAKING STRATEGIC CHOICES Question 8.1: CAN ALL STAKEHOLDERS IN YOUR ORGANISATION CLEARLY ARTICULATE YOUR PURPOSE AND ASPIRATIONS? Question 8.2: DO YOU DRIVE STRATEGIC CHOICES THAT ARE ALIGNED WITH CHOSEN OUTCOMES? Question 8.3: CAN EVERYONE CONSISTENTLY ARTICULATE YOUR ORGANISATION’S VALUE PROPOSITION? Question 8.4: ARE YOUR RESOURCE ALLOCATION PRINCIPLES CLEARLY DEFINED ANDAPPLIED? Question 8.5: AS LEADER, DO YOU CREATE CONTEXTAND OWN THE STRATEGIC NARRATIVE? PART 9: CREATING SHARED VALUE Question 9.1: DO MOST OF YOUR STRATEGIC CHOICES LEAD TO SUSTAINABLE VALUE CREATION FOR ALL STAKEHOLDERS? Question 9.2: CAN EVERYONE IN THE ORGANISATION ARTICULATE THE TOP FIVE VALUE DRIVERS? Question 9.3: CAN EVERYONE IN THE ORGANISATION ARTICULATE THE TOP FIVE VALUE INHIBITORS? Question 9.4: ARE YOUR INCENTIVES / KPIS ALIGNED TO SUSTAINABLE VALUE CREATION OR DO THEY DESTROY VALUE? Question 9.5: CAN EVERYONE IN YOUR BUSINESS DESCRIBE HOW THE ORGANISATION CREATES VALUE? PART 10: CREATING PREDICTABILITY Question 10.1: DO YOU FRAME POWERFUL QUESTIONS THAT IMPROVE PREDICTABILITY? Question 10.2: DO YOU HAVE ROBUST DECISION-MAKING PROCESSES THAT LEAD TO OPTIMAL DECISIONS? Question 10.3: IS YOUR BUSINESS STRUCTURED TO ENSURE TRANSPARENCY OF UNFILTERED INFORMATION? Question 10.4: DOES YOUR PERFORMANCE MANAGEMENT PROCESS DELIVER INTENDED RESULTS? Question 10.5: ARE YOU COLLABORATING AND FOCUSING EFFORTS TO SOLVE REAL BUSINESS CHALLENGES? PART 11: DRIVING EFFECTIVE EXECUTION Question 11.1: IS THERE A TANGIBLE LINK BETWEEN STRATEGIC INTENT AND TACTICAL EXECUTION? Question 11.2: DO YOU CONSISTENTLY TEST END-TO-END VALUE CHAIN EXECUTIONEFFECTIVENESS? Question 11.3: DO YOU DRIVE EFFECTIVENESS THROUGH MEANINGFUL WORK? Question 11.4: DO YOU FOCUS ON THE RIGHT THINGS AND HOW WELL YOU ARE DOING THEM? Question 11.5: DO YOU RUN EFFECTIVE MEETINGS? PART 12: MANAGING RISK AND OPPORTUNITY Question 12.1: CAN EVERYONE IN THE ORGANISATION ARTICULATE THE TOP FIVE CONTROLLABLE RISKS? Question 12.2: ARE YOU CONFIDENT THAT THE RISK MITIGATION IS ACTIONABLE? Question 12.3: ARE YOU PREPARED FOR A CRISIS AND ABLE TO CREATE OPPORTUNITIES FROM IT? Question 12.4: DO YOU HAVE A MINDSET OF MANAGING CONTROLLABLE RISK TO ZERO? Question 12.5: DO YOUR LESSONS TRANSLATE INTO IMPROVED EXECUTION? EPILOGUE – PLAN A BACKGROUND TO AUTHOR’S LEADERSHIP JOURNEY ACKNOWLEDGEMENTS NOTE FROM EDITOR REFERENCES ENDNOTES INDEX Back Cover