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    Analyse Derailing Behaviours: Leadership Dimensions

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    Supriya Kapas
    This document provides a toolkit to help leaders analyze potential derailing behaviors that could undermine their effectiveness. It includes a checklist for leaders to do a self-assessment of behaviors such as being too focused on details, reacting negatively to criticism, micromanaging, and failing to share information. The toolkit advises leaders to identify any behaviors from the checklist that could put their leadership transition at risk. It also suggests talking to key contacts to clarify assessments and noting reflections in transition documents.

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    Analyse Derailing Behaviours: Leadership Dimensions

    Uploaded by

    Supriya Kapas
    12 views2 pages
    This document provides a toolkit to help leaders analyze potential derailing behaviors that could undermine their effectiveness. It includes a checklist for leaders to do a self-assessment of behaviors such as being too focused on details, reacting negatively to criticism, micromanaging, and failing to share information. The toolkit advises leaders to identify any behaviors from the checklist that could put their leadership transition at risk. It also suggests talking to key contacts to clarify assessments and noting reflections in transition documents.

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    This document provides a toolkit to help leaders analyze potential derailing behaviors that could undermine their effectiveness. It includes a checklist for leaders to do a self-assessment of behaviors such as being too focused on details, reacting negatively to criticism, micromanaging, and failing to share information. The toolkit advises leaders to identify any behaviors from the checklist that could put their leadership transition at risk. It also suggests talking to key contacts to clarify assessments and noting reflections in transition documents.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    12 views2 pages

    Analyse Derailing Behaviours: Leadership Dimensions

    Uploaded by

    Supriya Kapas
    This document provides a toolkit to help leaders analyze potential derailing behaviors that could undermine their effectiveness. It includes a checklist for leaders to do a self-assessment of behaviors such as being too focused on details, reacting negatively to criticism, micromanaging, and failing to share information. The toolkit advises leaders to identify any behaviors from the checklist that could put their leadership transition at risk. It also suggests talking to key contacts to clarify assessments and noting reflections in transition documents.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 2

    Leadership

    Toolkit

    Analyse derailing behaviours


    Leadership  Dimensions Inspiring  shared  purpose Developing  capability
    Sharing  the  vision

    Be alert to potential disruptive behaviours


    "Your weaknesses can make you vulnerable, but so can your strengths. Every strength
    has its attendant pitfalls. The qualities that have made you successful so far can prove
    to be weaknesses in your new role."1
    Don't risk alienating colleagues and subordinates, or undermining the commitment and
    effectiveness of your team.
    Make sure you are aware of behaviours - whether strengths, weaknesses or leadership
    style - that could derail your leadership transition.

    Take special care!


    In working through this tool, you could record information that is sensitive.
    Treat all completed documents with care!

    What to do - step-by-step assessment


    Use this checklist to do a self-assessment of how you think you work with your key
    contacts - leaders, peers and direct reports.
    1. If you are in doubt about a particular behaviour, talk to key contacts to clarify your
    assessment.
    2. If you identify a personal behaviour that could put your transition at risk, note it in
    your Transition Reflections.

    Tip
    When you are working through the derailing behaviours checklist, think
    about comments you have heard about yourself and about other leaders.

    ▪ About yourself - use them as input to your self-assessment

    ▪ About other leaders - compare yourself to the leaders who have been
    discussed. Ask yourself whether you behave in a similar way and
    whether the same comment could be made about you.

    1
    Michael Watkins, The First 90 Days: Critical Success Strategies for New Leaders at All Levels. Harvard Business
    School Press, 2003. p.27

    1 of 2 Success strategies for new leaders


    2 of 2

    Do a self-assessment of how you think you work with your key contacts
    Potentially derailing behaviour What you have heard key contacts say or have Applies? >> Transition
    had reported back to you Y/N Reflections?

    Focuses too heavily on details

    Reacts negatively to criticism

    Is insensitive to others, who often


    feel intimidated; uses
    inappropriate times/ places to
    challenge staff and give feedback

    Jumps to hasty conclusions

    Micromanages direct reports

    Easily swayed by others'


    opinions

    Manipulates others

    Quickly dismisses the ideas of


    others
    Does not share relevant
    information

    Does not take responsibility

    Does not recognise others'


    contributions

    Seeks gain at others' expense

    Values do not align with the


    organisation's
    Does not delegate well, likes to
    do it all alone
    Seen to be easily irritated,
    especially by those who seem to
    be less able or who work at a
    different pace
    Has trouble adapting to those
    with a different style
    Is volatile under pressure, stress

    Shows defensiveness

    Does not value diversity and


    cross-cultural differences; fails to
    promote a sense of inclusion for
    all team members/colleagues
    Undermines staff in public
    forums e.g. meetings; uses
    positional power to undermine
    staff.

    Success strategies for new leaders

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