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IT Management: Test Your Leadership Smarts

By Dennis McCafferty on 2011-09-14


Do you sometimes wonder whether you really have what it takes to lead? Just asking that question puts you a step ahead of the rest of the pack, according to the book What to Ask the Person in the Mirror: Critical Questions for Becoming a More Effective Leader and Reaching Your Potential (Harvard Business Review Press/available now). Author Robert Steven Kaplan contends that it’s more important to ask good, honest questions of oneself, rather than pretending to have all the answers. Such questions should be designed to help you diagnose your strengths and weaknesses, analyze problems and change course when needed. Here, we highlight five key leadership questions from the book to get you started, and shed insight on next steps to take to help you respond effectively to each one. Kaplan is a professor of management practice at Harvard Business School. He was previously a vice-chairman of the Goldman Sachs Group.

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Have I developed a clear vision?
Avoid vague, empty platitudes. Come up with three to five actionable priorities.

Now what?
Take your team off-site and encourage them to challenge and debate your vision. Does it hold up to scrutiny? Will it serve your organization's current and future competitive environment?

How well do I manage my time?
Log your time for two weeks and evaluate how it aligns with your vision and priorities.

Now what?
Reduce time mismatches by delegating tasks that your team can take on, and eliminating those that serve no priority.

Do I Give Effective Feedback?
Useful feedback is specific, timely and actionable.

Now what?
Any follow-up to determine the effectiveness of your feedback must include measured progress.

Am I a positive role model?
Do your actions match your spoken and written directives? Is conveying solid values part of your communicated strategies?

Now what?
You need to demonstrate strength of character and leadership in good times and bad – but especially during a crisis.

Have I planned for a seamless succession?
You must identify not only the process, but also the potential candidates to replace you.

Now what?
Evaluate candidates based on critical growth steps that they must accomplish in order to remain viable contenders for advancement consideration.

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