Page 84 - How Great Leaders Build Abundant Organizations That Win

WHATAMIKNOWNFOR? (IDENTITY)

care about his intentions and dreams in this situation—we
wanted performance!
Leaders can serve the important function of holding up a
metaphorical mirror to help employees see how their behav-
iors are perceived by others. Formal 360-degree feedback
assessments help employees learn how others perceive them
on a set of leadership dimensions. Performance standards,
quality reviews, and comments from others can help round
out employees’ self-perceptions.
Leaders may also help employees ascertain their iden-
tity by asking them to complete a time log and analyze
the results. When we coach leaders, we often ask them to
take the calendar test—to reflect on the last 90 days and
consider:

• • What categories of activities make up your workday?
• • What issues have you spent the most time on?
• • Whom have you spent the most time with?
• • Where did you spend your time (in your office, in meet-
ings, with customers)?
• • What reports and information do you spend time look-
ing at?
• • What business issues capture your quiet time (keep you
awake at night, float up when you are going to and/or
from work, or surface often in conversations)?

As a leader, you should also be attuned to informal obser-
vations of your employees. Which employees tend to speak
up first? Which employees have ideas that others follow?
Which employees are listened to the most? Which employ-
ees are more bold, engaging, or creative? Which employees
volunteer (or shy away from) certain assignments? Who does

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