Discussion Question due today by 8:00 p.m. Central Standard

Defining Leadership Code 21

Strategist

I have a point of view about the future .……........................... 1 2 3 4 5 6 7 8 9 10

I create a customercentric view of strategy ………................. 1 2 3 4 5 6 7 8 9 10

I engage my organization in developing strategy …................1 2 3 4 5 6 7 8 9 10

I create strategic traction in my organization …...............…... 1 2 3 4 5 6 7 8 9 10

Executor

(Strategist Total) ____ 4 ____

I make change happen ……….........................................….... 1 2 3 4 5 6 7 8 9 10

I follow a decision protocol ……….......................................... 1 2 3 4 5 6 7 8 9 10

I ensure accountability ……....….....................................….... 1 2 3 4 5 6 7 8 9 10

I build teams ………........................................…................…. 1 2 3 4 5 6 7 8 9 10

I ensure technical proficiency ……...........................….......…. 1 2 3 4 5 6 7 8 9 10

Talent manager

(Executor Total)____ 5 ____

I communicate effectively ……................................................ 1 2 3 4 5 6 7 8 9 10

I create aligned direction ……..................................................1 2 3 4 5 6 7 8 9 10

I strengthen competency in my organization .....................…. 1 2 3 4 5 6 7 8 9 10

I resource to cope with demands …….................................... 1 2 3 4 5 6 7 8 9 10

I create a positive work environment ……............................... 1 2 3 4 5 6 7 8 9 10

(Talent Manager Total)____ 5 ____

For the first four domains of the leadership code, or the action

domains, identify which domain had the highest average score. This is

your area of strength in the leadership code.

If you scored 3 or lower on any of the items in the personal proficiency

domain, identify how you might build your competency in this area to

ensure sustained leadership effectiveness.

Scale: 1Low 10High

ASSESSMENT 1-1

22 The Leadership Code

built a leadership 360, training, and compensation systems to encourage these twelve competencies. When we

matched these competencies to the five rules, eleven of

the twelve were in personal proficiency. The company had

a flawed model of the basics of leadership. Even if its leaders excelled at mastering their proposed competencies,

they would not be doing all the basics well. The company

was eating only from one food group and wondering why

it wasn’t healthy. A simple organization exercise is to

match your organization’s competency model against the

Human capital developer

I map the workforce ……......................................................... 1 2 3 4 5 6 7 8 9 10

I link firm and employee brand ..................................... .....…. 1 2 3 4 5 6 7 8 9 10

I help people manage their careers ……................................. 1 2 3 4 5 6 7 8 9 10

I find and develop next-generation talent …........................... 1 2 3 4 5 6 7 8 9 10

I encourage networks and relationships in the organization .. 1 2 3 4 5 6 7 8 9 10

Personal proficiency

(Human Capital Developer Total)____ 5 ____

I practice clear thinking ..................................................……. 1 2 3 4 5 6 7 8 9 10

I know myself ………............................................................... 1 2 3 4 5 6 7 8 9 10

I tolerate stress ……...........................................................…. 1 2 3 4 5 6 7 8 9 10

I demonstrate learning agility …….......................................… 1 2 3 4 5 6 7 8 9 10

I model character and integrity ……...................................…. 1 2 3 4 5 6 7 8 9 10

I take care of myself ………..................................................... 1 2 3 4 5 6 7 8 9 10

I have personal energy and passion ….........................……... 1 2 3 4 5 6 7 8 9 10

(Personal Proficiency Total)____ 7 ____