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 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 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.
Here's a question to consider when you've read through the list: What are your touchstones? You may find that certain items from the list jump out at you, as something you'd like to develop in yourself. It might be helpful to have some go-to thoughts, questions, or sayings that can serve as a shorthand to guide your action. One of my favorite ones is: Don't be the smartest person in the room. This can serve as a shorthand to remind you to listen and question, to consider the common-sense but overlooked point of view, to encourage participation, and to really test your ideas instead of assuming that they are correct.
Now, for the list. My students admire the person who...
gets the important stuff done every day
- negotiates disciplines/channels to regularize communication/commitment
- asks "What needs to be done?" (Drucker)
- uses time and resources effectively
- sets clear expectations
- 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)
learns continually by iterating and testing
- public course corrections to demonstrate learning
- creates a culture of feedback
- normalizes information sharing (especially bad info)
- builds in team and interpersonal reflection
- looks for the fatal flaws, problems, and roadblocks early
- provides structure, standards to measure success
works with the external environment (the organization, stakeholders, etc)
- 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)
- balances task/technical/susbtantive 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)
knows and manages oneself
- 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
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)
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
- aligns and shares tasks (how?)
- offers rewards that are special but also consistent with the culture
- cheerleads, encourages team or employee
- 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
cares, develops, and enables
- 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
- empowers via sense of ownership, coaching and hands on experience
- prioritizes development of team members over short term tactical goals
- high E.Q.
- genuine interest in others, you as a person, but appropriately bounded