2. There comes a point in your life when the best
way to figure out how you’re doing is to step
back and ask yourself a few questions.
Having all the answers is less important than
knowing what to ask.
3. Vision and Priorities
In the press of day-to-day activities, we
often fail to adequately communicate our
vision to the people around us, and in
particular, we don’t communicate it in a way
that helps friends, family, and associates
understand the focus of or efforts.
4. Vision and Priorities
• Do I have a vision for my career, life, family?
• Have I identified and communicated three to
five key priorities or steps to achieve my
• If asked, would my
family, friends, coworkers, and classmates
be able to articulate what my vision and
• If ask could I state why my priorities are key
to achieving my vision?
5. Compass and Clock
• What do I value?
• What are my core principles?
– What is the source of my value system?
– When faced with moral conflict who or
what do I turn to for resolution?
• What does my life timeline look like?
• What will I do if I can not keep my timeline?
6. Managing Time
Leaders need to know how they’re spending
their time. They also need to ensure that
their time allocation matches their key
7. Managing Time
• How am I spending my time?
– Do I develop my mind, body and spirit?
• How do I influence the way
subordinates, team members, and family
members invest their time?
• Does my use of time match the key
priorities I have for my life?
Leaders often fail to coach those around them
in a direct and timely fashion and, instead, we
wait until a crisis situation arises. This
approach may lead to unpleasant surprises and
can undermine our effectiveness, delay what
we hope to achieve, and slow or stop our
development. Just as important, we must try
to cultivate people who can give us advice and
• Have I developed the ability to give people
around me open, honest feedback?
– Straight Talk
• Do I have or can I develop one or two close
friends who will be comfortable telling me
things I do not want to hear?
When we fail to actively plan for
succession, and we do not delegate
sufficiently, we may become decision-
making bottlenecks. Key employees often
may leave organizations if they are not
actively groomed and challenged.
• Am I a decision making bottleneck in
organizations I lead?
• Are my plans well developed and do they
allow for success without my active
• Am I coaching and developing the leaders
13. Evaluation and Alignment
• Is my plan still aligned with the key success
factors for my future?
• If I had to design my plan with a clean sheet
of paper, how would I design it?
• How would it differ from my current plan?
• Should I set down with family, friends, and
associates to answer these questions and
make recommendations to alter my plan?
14. Leading Under Pressure
A leader’s actions in times of stress are
watched closely by everyone and have a
profound impact on the culture of the
organizations’ behavior. Successful leaders
need to be aware of their own stress triggers
and consciously modulate their behavior
during these periods to make sure they are
acting in ways that are consistent with their
stated beliefs and core values.
15. Leading Under Pressure
• What types of events create pressure for me?
• How do I behave under pressure?
• What signals am I sending my
friends, family, and associates?
• Are these signals helpful, or are they
undermining the success of my plan for the
16. Staying True to Yourself
Successful people develop leadership
styles that fit the needs of their
organization but also fit their own beliefs
17. Staying True to Yourself
• Is my leadership style comfortable?
• Does it reflect who I truly am?
• Do I assert myself sufficiently, or have I
• Am I too politically correct?
• Does worry about my next promotion or
bonus cause me to pull punches or hesitate
to express my views?
18. Staying True to Yourself
1) Successful people develop leadership styles
that fit the needs of their organization but
also fit their own beliefs and personality.
2) A career is a marathon, not a sprint, and if
you aren’t true to yourself, eventually you’re
going to wear down.
3) Successful people often struggle during
stretches of their careers. To get back on
track, they must devise techniques for
stepping back, getting perspective, and
developing a new game plan.
Notas do Editor
What do we say about people who pass this test? What do we call those who waver?