Page 125 - The extraordinary leader

102 • The Extraordinary Leader

10. Inspiring and motivating others to high performance
High performers:
● Energize people to go the extra mile
● Have the ability to get people to stretch and reach goals beyond
what they originally thought possible
Poor performers:
● Fail to inspire commitment, high energy, and a winning attitude
11. Building relationships
High performers:
● Are trusted by work group members
● Balance concern for productivity and results with sensitivity for
employees’ needs/problems
● Are approachable and friendly
● Handle difficult situations constructively and tactfully
Poor performers:
● Are difficult to get along with
● People don’t feel free to take their complaints to them
12. Developing others
High performers:
● Are genuinely concerned about the development of others’
careers
● Give individuals an appropriate balance of positive and corrective
performance feedback
● Give honest feedback
● Take interest in the work of others
● Support others’ growth and success
Poor performers:
● Wait too long to give others feedback
● Try to keep good people rather than allowing them to take on
developmental opportunities
13. Collaboration and teamwork
High performers:
● Have developed cooperative working relationships with others in
the company