#40 - When did you last conduct a leadership audit?
4 Dec 24
Any exercise where a leader is expected to conduct an objective audit on themselves is always going to be difficult. But it shouldn't be!
Leaders who understand the process of self-reflection, and exercise it, tend to be the most effective leaders.
It takes courage to admit that the reason your team are not delivering to the timescales and quality required, may actually be down to you and the leadership style you have, and the direction you have provided.
But a regular check can ensure that a timely course correction is made before it is too late!
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#40 - When did you last conduct a leadership audit?
What?
It's interesting that we regularly carry out audits on every part of our business to try and collate information on where we may be deficient. However, the one area where we don't seem to do this is actually (and arguably) the most important.
That is, the leadership style and outcomes associated with the leadership that is exhibited by the person in charge which of course determines effectiveness.
Why?
The leader is the conductor, the one who holds the vision, the one who sets direction, the one who dictates the tempo and decides the priorities.
So if the leadership is lacking, perhaps it is skewed, or deficient in some way, then that will have a major impact on the expected outcomes.
How do you know that the reason the team aren't delivering the required output is not through any fault of theirs but is actually because of you?
Is your team aligned, and to what? Are people kept in the loop as to what the desired endstate is? These are a couple of questions amongst many that serve to sense-check whether the direction of travel you may be deliberately, or inadveretently moving in is the correct one.
It takes courage for a leader to analyse their style in this way. Leaders have to be able embrace the concept of self-reflection, putting aside their pride and accepting that, actually, they may not be as great a leader as they may think.
Of course, the leaders who are able to do this are always going to be the most effective. This is because they are the ones who readily embrace self-reflection and who realise that they are always going to be a 'work in progress' as a leader.
How?
So where do you start?
Here are some targetted areas which will provide you with the information you need to refine and hone your style and prevent you from being the one dragging everything, and everyone, off course:
Analyse how you're doing in the following areas:
- What is the Business Vision? Are you in alignment with the Strategic Objectives? If not, why not?
- Communication - Does everyone know where you want them to go in terms of the vision? Are people informed of what's going on? How are the meetings scheduled so that information is current and is presented at the right place at the right time to support effective decision-making? Are people aware of what it is that you're trying to achieve? How often do you conduct a 'team briefing'? Are you aware of any information gaps that are being filled by rumour and/or hearsay? Ask your team and see what they say.
- Issues - What are your live issues and how are you progressing them? What has been done thus far? What are the next steps to progress those live issues? Who is running point on each one? Are they aware that they have ownership?
- Right-size your organisation - Do you have enough people to cover what you are expected to deliver? Do you need niche SQEP (Suitably Qualified Experienced Personnel)? Where do you have your 'single point of failures' or your bottle-necks? How can you eliminate those areas?
- Personnel - Do you have under-performers? How are they being managed? How are you managing your high-performers? Don't forget about the dependable people in the middle, they are the workhorses! How does the organisation continue running when key people are absent? Do you understand the motivations of each of your personnel so you are able to get the best out of them?
- Resources available - What resources do you need? Are you short of anything? What will you need in the future?
- Training required - Has everyone received the training they need to be able to discharge their responsibilities? Is everyone 'future-proofed' so that they are trained for any future requirements?
- Recognition - How are you recognising a job well done and rewarding the team and individuals?
- Succession Plan - What happens when people get promoted or leave? What is your plan to backfill their position? How do you share knowledge within your team so that it doesn't get lost forever whenever anyone leaves?
- Have you sent out an anonymous 360 degree feedback form to ask people what it is like to be led by you? Be brave and don't expect it to all be good news! The best feedback is honest feedback.
The above list is clearly not exhaustive, but it is a good starter for ten. You can add additional items as you see fit, contextual within your own business circumstances.
It is a worthwhile exercise that leaders should strive to complete annually to ensure you remain on track!
In Summary
I hope that you enjoyed reading this newsletter and that it has given you food for thought.
Conducting an annual audit of your leadership is a great way to determine whether you are the root cause behind the team not delivering as they should.
Undertanding their interpretation of where they are heading and rectifying any discrepancies is a great way to ensure you are on, and remain, on track!
Have a great week!
Whenever you're ready, here's how I can help you:
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