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business
the leadership experience

Questions and Answers of The Leadership Experience

(9) What am I doing to develop the poor performers?
(8) What am I doing to stretch the high achievers?
(7) What are the implications for people if they do not develop their standards of performance?
(6) How much are the team members acting on the feedback that I am giving them?
(5) When was the last time that I gave recognition to an individual for great performance?
(4) How much feedback am I giving them on their performance?
(3) Who is performing well and who is not performing well?
(2) How stretching are these goals?
(1) How clear are my team members on what they are expected to achieve, both personally and as a team?
(3) What do they need to do differently, to improve their ratings on each criteria?
(2) What do they not do so well?
(1) What do they do well?
(9) What steps do you now need to take to improve your current leadership development strategy?
(8) How well matched is your current leadership development strategy to the future business growth?
(7) How are you measuring progress and benefits?
(6) How does it support the delivery of the business plan?
(5) How does it help you make decisions about resources and budget?
(4) What level of commitment do people have towards the strategy?
(3) How does it influence development activity in the organization?
(2) Who knows about it in the company?
(1) What is your current leadership development strategy?
(13) What would you like to see in the development strategy for the company that is currently missing?
(12) What gaps are there in the current approach to development?
(11) How well does your current approach to development meet these needs?
(10) What will differentiate your organization from competitors over the next three–five years?
(9) How robust is your performance review process and recruitment process?
(8) How clear are managers/leaders and what is expected from them in terms of skills, knowledge and attitude?
(7) How do you import new ideas and approaches into the organization?
(6) What are the current skills gaps at management and leadership level?
(5) What is the succession plan for the top 20–200 individuals in the organization?
(4) What is the difference between the two and why?
(3) What does a good leader look like now and in the future?
(2) What does the Chief Executive/Board think are the top five leadership principles required for success?
(1) What are the top five leadership principles required for success in your business?
How well do your current leadership development programmes cover the skills of entrepreneurship?
What does your leadership team need to develop in terms of entrepreneurial approach to business?
How would you rate yourself against these criteria?
How would you rate your leaders against these criteria?
3. What issues of internal and external integration will need to be addressed in carrying out this task?
2 What people-related issues do you foresee?
]. What work— or task—related issues need to be addressed in order to carry out the provost’s request?
' Does your chart match with the larger chart in terms of how you actually accomplish your worki
' Which areas depend on inputs from you to get their work donel>
' Which areas are you most dependent on to get your work done?
3. Think about your job in the organization (as an employee or student) and draw a new chart. Put yourself in the center and draw connections to all the areas in the organization that you need to be
' Suppose you had to select members to be part of a cross-functional team. Your project would be large scale and would affect the basic needs of many employees. (For example, an upgrade to a central
' Choose one central and one supportive unit represented on the organization chart. Based on what you see in the chart, what power differences would you expect to see when comparing the two units?
' What parts play a supporting role to other functions in the organization? Why would you describe these parts as supporting?
What do we do well in working together?
What do we do that frustrates each other?
What could we do to develop our working relationship?
How well do we currently work together?
12. What else is important to you about leadership in your business?
11. What makes an effective consulting relationship for your business?
10. What do you look for in external providers of leadership development?
9. What are the skills you are looking for in your HR and leadership development specialists?
8. What do you need to be doing to develop your leaders further?
7. How do you currently develop your leaders?
6. What makes your business unique in terms of what you require from leadership development?
5. How does the legal structure of your business influence the type of leadership that is required? For example, partnership, private vs public ownership, etc.
4. How would you describe the culture of your business – how does the leadership style reinforce this culture?
3. What makes the difference between leadership in your specific business sector and in other organizations?227 LEADERSHIP DEVELOPMENT
2. What skills/attributes are required of the senior/middle leaders in your organization?
1. What is your definition of effective leadership in your organization?
What else could they be contributing to the organization?
How well are they perceived by key individuals within the organization?
What would you like them to do differently?
What are they doing well?
How often do you meet to review the effectiveness of what they are providing?
It is only after answering these questions that you should begin to look for a suitable provider.
How will we measure their success and effectiveness?
Who will manage the project and liaise with the external providers?
How much time/resource do we think this piece of work will take?
What references do we want to see/to whom can we talk to about their previous work?
What do we not want from an external provider?
What attributes and approach do they need to have to gain engagement from the internal decision-makers and users of the intervention?
What skills and expertise do we want them to bring into the organization?
What sector and functional experience are we looking for?
What benefits are we looking to gain by using external providers?
What is our budget?
What skills do we have internally to deliver this work or part of this work?
What skills and knowledge are required to carry out this piece of work?
What are the objectives and outcomes for this piece of work?
What is the specific piece of work?
How efficient is your learning and development department?
How much resource in HR is dedicated to development activities versus transactional process improvement?
How well does your leadership development activity link to the business strategy?
How clear are you about the overall business plan and how HR needs to help deliver this plan?
What role(s) do you need to be developing for the future?
What role(s) does your HR department take on?
What is the climate within the group now and what does it need to be in order to be fully effective?
Who is the client?
Have the group had any input to their goal?
What is the group trying to achieve?
What is the current situation and how does that fit in with the wider picture?
Have they worked with a facilitator before, with what result?
What is the history of the group with whom you are working?
(4) An example of praise that you received well.
(3) An example of negative feedback that you received well.
(2) An example of praise that you received badly or indifferently.

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