Leading with Emotional Intelligence: Hands-On ... - always yours

312 LEADING WITH EMOTIONAL INTELLIGENCE
At the end of the week he reviewed his actions and determined
how well he had done and what he could do to improve. For his
first goal he had two team meetings, one for training issues and
the other for basic team information. He felt good about them, even
though his team didn’t do much talking. He decided that next time
he would prepare the agenda ahead of time and get more of their
involvement.
He didn’t feel as good about the second goal, because he had
one-on-ones with only two of his four people, while he had wanted to
see all of them in the month. He decided to schedule himself a month
ahead of time to ensure that he made enough time for everyone.
Your support is important; the more people you involve in your
actions, the more successful you will be.
As you evaluate yourself, be fair and just and not only “on your
case.” If you get in the 8-10 range for a month, you are doing great
and probably have achieved your goals. If not, reread the appropriate
section in the book and repeat another month before choosing more
activities. Also, think of getting your supervisor to give you some
mentoring or think about getting an Executive Coach to help you.
THE LEADERSHIP SCORECARD
Here is the LEADERSHIP SCORECARD. It is set up as a weekly
template you can copy and put in a three-ring notebook or collect in
a fi le. It’s best done by hand instead of on the computer. At the end
of the week, evaluate how well you did and mark your scores. Congratulate
yourself and document if there are other ways to enhance
your efforts.
Begin reviewing your Star Performer Action Plans today and
kick off a new season of great leadership. These micro-initiatives,
done consistently, will propel you into the top 10% and enhance
your team’s effectiveness.
On the following page is an example of a scorecard to use.