How will you make your mark on the world? In the end, it's by getting things done. And we've learned that there are some specific aspects of effective action that constitute a set of skills, habits, and practices that you can cultivate in your time here and throughout your careers. This comprehensive list is from my students over the past two three years. It's inspiring. Look over it, and think about what matters to you and what you see in the managers, leaders, and change agents that you admire.
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- negotiates disciplines/channels to regularize communication/commitment
- asks "What needs to be done?" (Drucker)
- uses time and resources effectively
- sets clear expectations
- has an "action item" orientation
- avoids micromanagement
- obtains resources necessary to achieve goals
- is organized (e.g., doesn't lose stuff)
- follows up
- avoids useless effort by knowing objectives and goals for every task asked
- forward-thinking about how things should be done
- controls agendas
- manages both personal and team time
- focus on completion (how?)
- gives life to ideas
- is solution-oriented
- leaves schedule open to handle emergent needs
- is flexible
- develops action plans (Drucker)
- runs productive meetings (Drucker)
- pitches in and gets it all done, for all tasks
learns continually by iterating and testing
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- knows the culture, but is not straitjacketed by it (consciously counter-cultural when needed)
- connects with and works with stakeholders
- builds buy-in for objectives
- learns from others
- takes responsibility for communicating (Drucker)
- shares other input and information honestly with the team
- balances task/technical/susbtantive substantive focus with "psychosocial" work (Zaleznik)
- asks "What is right for the enterprise?" (Drucker)
- actively cultivates a "worldly" mindset—e.g., spends time where products are produced (Gosling & Mintzberg)
- focuses on opportunities rather than problems (Drucker)
- is open-minded
- draws on soft data, sustains complexity within hard-nosed analysis (Gosling & Mintzberg)
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- always displays integrity
- takes responsibility for mistakes
- takes responsibility for decisions (Drucker)
- honest, even when news was bad
- secure in own status
- acts with consistency
- never holds an employee back for personal gain
- never talks poorly about another person
- leads by example
- exercises will power and discipline
- refuses to take on too many projects
- schedules own time effectively
- reflects to draw on experiences—digests "happenings" into "experience" (Gosling & Mintzberg)
- cool under pressure; even-keeled
- uses humor in times of stress, to defuse problems
- keeps perspective
- weaves a story of self that connects to behavior
- is even-keeled, disciplined, patient
- respectful of time
communicates well in the moment
- listens well
- asks inquiring questions in every interaction
- skilled in asking difficult questions
- facilitates conversations, interactions
- offers 100% focused attention
- makes others feel like they can ask questions
- open to other people's viewpoints
- clear and focused in speaking, writing
- effectively frames problems and issues
- takes time to explain what and why; transparency
- empathetic (can walk in another's shoes), and uses that empathy in conversation
- avoids manipulative, indirect interactions, maintains task focus (Zaleznik)
- tells others when their contributions are on-track and helpful
builds shared commitment to move from ideas to action
- uplifting presence - walks in the room with an optimistic view (sees opportunities vs. problems)
- gives ownership to others
- uses "we" instead of "I"
- presents an inspiring message or big picture within which others can conceptualize their work
- compelling picture of future that represents a dramatic change
- connects actions and tasks to vision
- helps to define the team's goal
- aligns and shares tasks (how?)
- offers rewards that are special but also consistent with the culture
- cheerleads, encourages team or employee; shares the glory
- tough but fair with explicit criteria, transparent evaluation
- rolls up their sleeves along with you
- gives credit where credit is due
- stands up for employees / team
- trusts team
- makes people feel valued
- accessible; door is always open
- inclusive
- puts a positive spin on things
cares, develops, and enables
- takes genuine interest in others, in you as a person, but appropriately bounded
- defines assignments and tasks by bounding them effectively to enable freedom within them
- recognizes others' differing needs; tailors assignments to individual needs
- gives honest, timely feedback
- gives constructive criticism
- sets stretch goals for teams
- invests time in individual, team development
- responsive to others' needs
- empowers via sense of ownership, coaching and hands-on experience
- is selective with talent
- values others' eagerness to learn and nurtures it
- prioritizes development of team members over short-term tactical goals
- high E.Q.
- "has your back"
- shares the loadgenuine interest in others, you as a person, but appropriately bounded
What would you add or change?
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comment or email praxis@sloan.mit