When talking about LEAN, leadership is a key component of change and driving implementation. The article below, written as part of my MBA in Leadership and Sustainability with Robert Kennedy College & The University of Cumbria, examines the benefits of self evaluation for leaders.
Self-evaluation
or “self-leadership” (Runn, 2011) forms a critical part of a leaders repertoire
and some key blocks of the foundation for this persons leadership. If someone can ultimately say that they fully
understand themselves, they will find it much easier to understand others
around them.
This however
requires some strong discipline from the leader, to continuously self-evaluate
and aim for continuous improvement. There are some
key questions that the leader needs to ask themselves and truthfully answer to
gage where they are at.
1.
Do as you preach
If a leader makes
a statement about what he or she will be doing, they need to take ownership and
answer on the basis whether they actually did as they said. When a leader expects others to follow suit,
they need to set the standards.
2.
Change is ok
If a change of
direction was required from the initial target, that is ok, as long as the
leader can clearly identify why it was different to the planned path, and
explain that in simple terms.
The two points
above can be broken into many individual questions that form the basis of a
self-evaluation tool for a leader. Let
us discuss some critical ones, and how they can benefit the individual and
organisation.
A leader’s
professional image can have a positive or negative influence on the way others
perceive that person.
The table below (Table
1.1) outlines some key areas of self-assessment, and the benefits derived from
the outcomes.
Aim
|
How to
|
Benefits
|
Good Professional Image
|
know what image you want to portray, ensure
professional personal appearance, show interest in others, walk the talk
|
Positive communication,
Credibility, integrity
|
Positive Attitude & Self-motivation
|
Mix with other positive people, be in full
control of your attitude
|
Will to win, success
|
Personal Health
|
Diet, exercise, sleep and a balanced lifestyle
|
Clear Mind, energy & drive
|
Self-assessment questionnaires
|
Establish and know ones weaknesses and
strengths
|
By being aware of our strength and weaknesses,
we can lead accordingly and work on continuous improvement
|
Table 1.1
The table above (Table
1.1) includes items directly discussed by Flanagan & Finger (2011). Essentially by being aware of one’s strengths
and weaknesses, a leader can use this to their full advantage. By asking for independent help the leader can
both work on their weaknesses as well as utilising the coaches skills to
further improve his leadership and own mentoring skills.
As argued by
Robbins & Judge (2010) the question remains whether it is actually possible
for individuals to be their own leader.
The argument works on the basis of leaders helping their staff in the
same principle. The same argument can
also be found in principle in an article in the November/December (1974) issue
of HBR about monkey management[1]. This all revolves
about ownership and taking ownership of problems. By doing so we are teaching our staff in just
another way to self-manage or about self-leadership.
The question we
are discussing here is about today’s leaders, but I would like to argue that in
reality this has been widely known for decades, and that it has merely evolved
into a tool that is widely used by successful leaders around the world today.
While I could
argue that self-assessment will work the same for everyone, I truly believe it
does not. Some individuals have a strong
sense of self and would find it relatively simple to look at their weaknesses
and strengths in a self-assessment report, and work on these to improve their
leadership skills.
On the other hand
however, we have individuals that would struggle with the idea, due to several
factors like low esteem, being an introvert or even just being scared of
finding something they cannot readily accept.
This is where the real challenge begins in my view. These particular leaders will often spend a
surreal amount on further education, seminars and courses, while failing to
notice that the core of understanding their own centre is where the issue
lies. In these cases I do not feel that
self-assessment can be beneficial until this individual has been educated and
fully understands the principles behind it.
If they will resist this process, the problem will most likely persist.
Therefore, while
the benefits for leaders who understand that the outcomes of self-evaluation are
enormous; it forms only part of that leaders strengths and understanding. Some very successful international companies
have adopted self-assessment programs.
The UK Petroleum Industry Association for example has set up several
self-assessment modules for leaders in regards to process safety leadership
commitment.
The Leadership
Steps Assessment (LSA) (Clawson, McNay, Bevan 2000) discusses the clarification
of one’s centre, clarifying what is possible, what others can and how they can
contribute, supporting others so they can contribute, about being relentless
and measuring and celebrating success.
It sounds rather simple, or does it not.
Well, by actually dissecting these individual parts, we come to a
conclusion that is similar to the one earlier discussed, that returns to the
roots of ownership.
In conclusion I
would like to summarise that although the potential and benefits for
self-assessment are great, the understanding and implementation, as well as
continuous improvement are critical.
Todays leaders have to be fully aware of so many issues, whether
political, cultural, and financial or even personal influences on the
workplace. By understanding themselves,
they are creating a stable base to work from, and also helping others
understand themselves. This is where the
significant benefit will arise from. It
is not from one leader, but from the vision and leadership they share, and openly
distribute among their peers and subordinates.
By allowing individuals all around them to gain the same understanding
we are forming a cluster of stability, strength, drive, passion and most
importantly a culture which feeds on the outcomes.
The cultural
drive of an organisation can therefore be directly influenced by a self-aware
leader. This has been the Japanese way
for many decades, and has proven to be extremely successful. By leaders all around the world adopting
these cultural principles with their detailed understanding of themselves and
their whole environment, leading teams becomes easier, more efficient and more
rewarding.
These rewards
will then spread like a cancer enveloping our core industries and thus allowing
for sustainability beyond the foreseeable future. In essence we are saying that one person can
make a change, or at least start the change process. With clusters of self-aware leaders growing,
and todays way of networking through social media as well as traditional networking
events, knowledge is readily shared, enhancing each person’s strengths,
reducing or even eliminating individuals weaknesses, allowing them to learn and
focus on what lies ahead. They will not
be diverted from the greater goal, as their core understanding of themselves
has reached a level that is beneficial to them, their team, their company,
their industry and even their family.
Self-assessment
should be a key focus for any executives, and should be driven by corporations
around the world to capture the greater good and benefits, continuous
improvement and sustainability gained from the experiences.
[1] Oncken,
W., Wass, D., (1999), Management Time –
Who’s Got The Monkey http://hbr.org/1999/11/management-time-whos-got-the-monkey/ar/1
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Publishers
|
Clawson, J., McNay, E., Beavan, G., (2001 Rev 11/01,
UVA-OB-0733), Leadership Steps Assessment
(LSA), University of Virginia: Darden Business Publishing
|
Flanagan, N., Finger, J. (2010), The Management Bible, Queensland Australia: Plum Press
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George, B., Sims, P., McLean, A., Mayer, D., (2007), Discovering Your Authentic Leadership
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Littauer, F., (1995), Personality
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McGraw, P., (1999), Life
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Oncken, W., Wass, D., (1999), Management Time – Who’s Got The Monkey http://hbr.org/1999/11/management-time-whos-got-the-monkey/ar/1
|
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|
Runn, G. (2011), Self
Evaluation In Leadership
|
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