Do you inspire trust through your leadership?
Diagnostic volume 17: Fais-tu assez pour inspirer la confiance à ton équipe, levier essentiel à la réussite de ton leadership?
Take a moment of introspection to look back on your practices and perhaps decide to do things differently and enhance few aspects.
Are your meetings dynamic and productive enough?
Des réunions bien préparées et bien dirigées permettent de favoriser la communication, la collaboration et la prise de décision efficace.
Your strategic thinking, do you develop it?
Do you often find yourself caught up in your daily operations, solving the problematic situations of the moment?
Do you prioritize the development of the talents of your team?
Toi, leader d’équipe, es-tu assez conscient que le développement des compétences fait partie de tes responsabilités?
Are your communications inclusive?
You, leader, are you sensitive to the inclusive language you use?
Are you really a creative leader?
As a leader today, are you creative enough to juggle performance requirements and constraints on one side and empower/direct/structure a team in the expression of their creative potential on the other side?
Criticism, a healthy or a poisoned gift?
It's often through feedback - even when perceived as unconstructive - that we improve and evolve.
Are you recognized for your credibility?
Your credibility impacts the level of trust that your collaborators have in you. This credibility is granted to you when the perception of your image and your reputation reflects your skills, your integrity, the consistency between your words and your actions and your ability to achieve the results you have promised.
What's stopping you from delegating?
Delegation often comes up as a difficult competence for leaders to practice. The reasons they cite to explain what prevents them are located at the level of operational organization, the maturity of the team and especially, their limiting beliefs.
Mener une rencontre individuelle difficile!
As a leader, you prepare and manage certain meetings that you describe as delicate and difficult. You are concerned about the reactions of your collaborators who are often in difficulty and may exhibit unpleasant or destabilizing behaviors.