The document outlines various checklists focused on personal and professional development, covering skills such as self-development, positivity, assertiveness, adaptability, goal-oriented behavior, collaboration, and effective communication. Each section contains practical strategies and questions to foster growth, enhance teamwork, and improve interpersonal dynamics. Additionally, it offers insights into departmental purpose, vision, and value, emphasizing the importance of relationships and effective negotiation techniques.

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AGILITY
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CHANDAN LAL PATARY

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Self-Development Checklist:
Self-confidence Skill:
 Let us avoid comparing ourselves with Others.
 Let us take care of our Health.
 Let us engage in Self-Compassion
 Let us deal with Self-Doubt.
 Let us accomplish what we believe to be right.
 Let us admit risks and go on the extra mile to achieve better qualities.
 Let us recognize our mistakes and learn from them.
 Let us employ Positive affirmation.
 Let us plan and measure our progress.
 Let us Stand-up for our SELF
 Let us Pursue Through the plan.
 Let us Work More of That Makes us Happy.
 Let us surround ourselves with a supportive force.
 Let us stay away from negativism and draw on the positivity.
 Let us list our accomplishments and celebrate.
 Let us Accomplish something creative frequently.
 Let us confront our limiting beliefs.
 Let us deal with our fear.
Positivity Skill:
 Let us focus on the major elements, however trivial.
 Let us start the day with a positive affirmation.
 Let us identify humor in rough conditions.
 Let us shift failures into lessons.
 Let us reconstruct negative self-talk into constructive self-talk.
 Let us concentrate on the present.
 Let us identify positive partners, mentors, and Co-workers.
 Let us handle rejection.
 Let us Compliment at least one individual every day.
 Let us Be passionate.
 Let us Use Books, Audio, and Videos to Overload our Brain with Positivity.
 Let us work out gratitude.
Assertiveness Skill:
 Let us value ourselves and our Rights.
 Let us concentrate on our SELF, instead of on our colleagues.

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 Let us declare our demands and needs.
 Let us confess that we can’t manage other people’s behavior.
 Let us Be Open to Criticism and Compliments.
 Let us learn to Say “No”
 Let us understand and welcome the differences.
 Let us stay calm.
 Let us Value the Other Person.
 Let us Have Courage.
 Let Us Focus on the behavior rather than the individual.
 Let us Pay attention to nonverbal communication.
 Let us Be present.
Adaptability Skill:
 Let us leave behind our comfort zone.
 Let us stretch ourselves in modest ways.
 Let us put our SELF into Different Environments.
 Let us Build up curiosity and ask better questions.
 Let us take a step back and re-evaluate priorities.
 Let us Be amenable to make mistakes. Gain from them.
 Let us Examine and detail out all the changes in our ecosystem.
 Let us consider mentoring someone else. Let us learn by teaching others.
 Let us become self-aware.
 Let us Accept more challenges.
Goal-Oriented skill:
 Let us accept Accountability.
 Let us make decisions and choose actions.
 Let us Ask the Right Questions.
 Let us Focus for the stars, reach the moon.
 Let us Schedule our Actions.
 Let us Plan the day, months, and years.
 Let us Set specific and measurable responses to accomplish the goal.
 Let us Anticipate possible challenges ahead.
 Let us Update all associations involved.
 Let us use effective communication techniques.
 Let us analyze our Improvement.
 Let us compose everything in a notebook.
 Let us be 100% Committed.
Collaboration Skill:

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 Let us be Open-minded.
 Let us be Long-term thinkers.
 Let us Communicate clearly.
 Let us acknowledge all perspectives.
 Let us communicate Precise roles, responsibilities, and goals.
 Let us give Recognition for all contributors.
 Let us share our vision and intentions to draw everybody on the same page.
 Let us Address negativity with empathy.
 Let us build a sense of curiosity and passion for perspective.
 Let us Embrace an experimental attitude.
 Let us raise the Skill of compromise.
 Let us be Reliable.
 Let us form a Team player attitude.
 Let us construct Diversity.
 Let us be candid for dialogue.
 Let us be Trustworthy.
Influencing skill:
 Let us Establish connections.
 Let us listen before we seek to persuade.
 Let us Build up expertise.
 Let us give individuals what they demand.
 Let us establish & keep a foundation of Trust.
 Let us Be genuinely interested in other people.
 Let us smile and show friendliness.
 Let us remember people’s names.
 Let us Be an exceptional listener and promote others to talk about themselves.
 Let us talk in terms of the other person’s interests.
 Let us make the other person feel important.
 Let us “Mirror” The Person.
 Let us do a lot of research.
Interpersonal Skill:
 Let us Pursue a positive outlook.
 Let us control our emotions.
 Let us Acknowledge others’ expertise.
 Let us discover one good trait in every co-worker
 Let us Practice active listening.
 Let us Practice empathy.
 Let us Commence accepting responsibilities.

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 Let us stop Complaining.
 Let us Turn into a bit better appreciative.
 Let us Turn into being observant of our body language.
 Let us respect others’ thoughts and opinions.
 Let us Manage conflict.

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Group Dynamics Checklist:
 What roles are numerous individuals performing in the group?
 Who is pacifying whom?
 Who has the authority in the group?
 How do decisions get established in the group?
 Who gets time and how is that negotiated among members?
 Other than the leader’s direction, how is it determined who talks, and what is examined?
 Which coalitions have developed? Who is associated with whom?
 Which alliances have formed temporarily and permanently?
 Which members are in conflict with one another?
 Are the boundaries within a group open sufficiently to grant fresh information to arrive
in the group?
 Who gets into your group? What are the entry or exit criteria?
 How do members communicate with one another? Are the lines of communication
clear and direct?
 Where do members direct their attention when leaders speak?
 Do group interactions tend to move in patterns that move toward preserving the
structure reliable?
 What norms have established in the group that governs behavior?
 Which rules were confirmed by the leader versus which ones emerged covertly by
members?
 How is information exchanged among group members?
 How did people share what they know with one another? Who was eliminated or
avoided?
 Which factors were accepted and rejected? What significant message was rejected?
How was the information synthesized?
 Did the change in a group occur via the use of positive and negative feedback?
 How are conflicts dealt with? Who doesn’t like whom? What are the means that members
try to disrupt or undermine one another or the leader? How do members demonstrate
their discord with what is going on? So, who works to establish things better? Who
oppresses the conflict? Who tries to create interruption?

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Department Development Checklist:
Department Purpose:
 Why does our Department exist?
 What significant role does our Department play for society?
 What do we add that is special or unique relative to the other players in the industry?
 Who are we relevant to and what do they expect of us?
 What would these individuals lose or miss out on if we didn’t exist?
 How can we illustrate this complex combination without setting unrealistic expectations?
Department Vision:
 What problem does our Department pursue to solve?
 Why do we believe this problem requires to be focused on?
 Does this problem matter to other individuals?
 Do we truly believe we have the answer to that problem?
 Are there changes we believe our Department can create?
 What are the greatest strengths of our Department?
 What is our dream for this Department?
Department Mission:
 Customers. Who are our customers? How do we assist them?
 Products or for services. What are the main products or services that we offer? Their
uniqueness?
 Markets. In which geographical markets, do we operate?
 Technology. What is the firm’s basic technology?
 Consideration for endurance. Is the department devoted to growth and financial
soundness?
 Philosophy. What are the primary beliefs, values, and ideologies that guide a Department?
 Self-concept. What are the Department’s strengths, capabilities, or competitive positions?
 Consideration for community appearance. Is the Department socially responsible and
environmentally beneficial?
Department Value:
 Does meeting a project deadline take preference over-delivering outstanding
performance?
 Is a 10-hour company workday more meaningful to us than happy team members?

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 In what cases will we say ‘no’ to a customer or turn down a prospect?
 In what situations is it okay to sacrifice family time for duty?
 What is one high standard we wouldn’t sacrifice for anything?
 What draws us to this organization?
 What drives our workplace culture unique?
 What do we do better than anybody else?
 What should we do better than anybody else?

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Fostering Positive Relationship at Work Checklist:
 It takes time to establish a stable relationship. Have patience and continue to have a
trusting relationship.
 Establish trust and give utmost attention to strengthening trust. It is one of the essential
aspects for a long-lasting relationship.
 Take care of your emotion when dealing with others. Calm down when you are with
others.
 Identify a common ground for a win-win solution
 Express yourself and share what is significant. The more you share; another person will
also share more. It creates binding with another person.
 Be positive and optimistic with others
 Support your team members, people like when someone cares about them
 Appreciate when you find something remarkable has been accomplished by your
colleagues
 Show curiosity to discover more, it will encourage you to understand other better
 Discuss something else other than work and pick up the common interest
 Do not try to educate others without their concurrence, including free advice
 Let us not interrupt, let others finish
 Always highlight the benefits when someone is working with you
 Explain what motivates you at your work, highlight the positive aspects of the work, it
inspires others also to become motivated at work.
 Walk the talk in the change initiative
 Look for an opportunity to speak in the social gathering
 Build knowledge power and earn respect for it
 Listen, listen, and demonstrate care. We have 2 ears and 1 mouth.
 Respect others view and encourage others to express more
 Always keep your promise and commitment
 Nasty gossip at work is poisonous
 The blame game does not work, it creates more side effects, tries to understand the big
picture
 Strengthen your likability factors, raise all those factors

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Win-Win Negotiation Checklist:
 I do my homework before the conversation
 I try to identify a way through which both of us will get the benefit for the long term
 I look at the process and not at the person. Ignore all the particular emotional baggage.
 I find “what if” alternative avenues,
 I try to exercise my creativity as much as possible in order to uncover an alternative value
proposition
 I have an optimistic attitude (Glass half filled)
 I ask many questions to understand, discover and listen
 I am honest, transparent and authentic in my agreement
 I show due respect to the opponent and his/her present condition, etc.
 We discuss the consequences up front and who will pay what

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Coaching Conversation Checklist:
 What are the current Challenges the Individual is passing through?
 What he/she is like to achieve?
 What are their diverse goals? Growth plan?
 What he/she is going to do in the long run?
 Does he/she agree to share everything? If yes, are we as a coach granted to challenges the
individual to discover more and deeper?
 Can Individual explain some stories related to the current situation? Can he/she reflect
and reveals more?
 When I as a coach asking question, my particular curiosity is to identify better so that I
can help that individual to perform better and satisfy the required goal
 In the dialogue, does an individual realize what are the current issues? What are the
alternatives individual has?
 We as coach by understanding the context, can we offer alternatives? What are the
possibilities?
 Does the individual feel comfortable to describe those situations?
 How can we as a coach establish the trust with the individual, so that whatever they are
sharing it will not harm them?
 Individual is in a comfort zone, how can he/she stretch themselves?
 The coach needs to list down what coach has understood after the discussion. Is there any
dependency on others?
 What is the willingness of the individual to change? How much he/she can stretch? If not,
what are the constraints or barriers? What are the commitment may be small steps?
 I as a coach share many stories where I have observed the suggestion is working which
perhaps individual can experiment with
 The wording I as a coach use in the optimistic, positive, and influencing.
 I look into the plan the individual is preparing, the SMART approach has been reflected.
Check for any vagueness, the plan has to be clear.

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Building Questioning Skills Checklist:
 Start with a Relationship building question
 START WITH WHY? Why I am asking these questions? What is the Purpose?
 Listen and Understand the perspective of the other person.
 Ask with Positive Intent
 Ask with Curiosity, to discover, to unearth the hidden assumptions
 Ask to promote thinking
 Ask to clarify, Assumptions, to avoid misunderstanding, to get more information
 More Open-ended questions, Less Close-ended questions
 Ask for More Elaboration
 Ask for a specific example, Learning
 Ask for specific challenges
 Ask questions related to Roadblocks and constraints
 Ask a question to inspire, generate positive energy
 Ask a question to create more question
 Ask more Chaining questions
 Ask more Funnel Questions, starting with closed questions
 What question, if answered, could result in the maximum difference to the future of our
present condition?
 What is critical about this condition, and why do we pay attention to it?
 What is our intention?
 What’s the deeper purpose, that is undoubtedly desirable?
 What opportunities can you identify in this condition?
 What assumptions do we need to investigate or challenge here in thinking about this
condition?
 What would someone who had a particularly different set of beliefs than us would suggest
about this condition?
 Questions to be asked to go deep into the subject:
 What’s shaping up? What are you finding underneath the diversity of viewpoints being
revealed?
 What’s the focus of the agenda?
 What’s developing here for you? What original partnerships are you creating?
 What is having substantial meaning for you from what you’ve found out? What surprised
you? What challenged you?
 What’s missing from this picture so far? What is it we’re not thinking? What do we need
better clarity about?
 What’s the next level of thinking we need to experiment with?
 What would it take to bring change in this situation?

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 What could take place that would enable us to feel totally engaged and energized in this
specific situation?
 What’s feasible here, and who cares? (rather than “What’s wrong here and who’s
responsible?”)
 What calls for our urgent attention moving forward?
 If our success was absolutely guaranteed, what definite steps might we choose?
 How can we support each other in taking the next steps?
 What unique contribution can we each make?
 What challenges might come our way and how might we deal with those?
 What discussion, if established today, could ripple out in a way that generated fresh
possibilities for the future?
 What seed might we plant together now that could produce the most distinction to the
forthcoming?

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Adaptability Checklist:
 Accept surprise and be prepared to stretch whenever demand is present. Do you have this
habit?
 Allow changes to appear. Do you have this habit?
 Optimistic attitude towards life, do you have this habit?
 Stretch yourself on a periodic basis so that you can handle your assignments in a unique
manner. Do you have this habit?
 Get out of your comfort zone easily. Do you have this habit?
 The speed of execution is the key. Do you have this habit?
 Embrace ambiguity and you do not seem frustrated; do you have this habit?
 Constantly reading and enthusiastically studying on a regular basis. Do you have this
habit?
 Open-minded
 Learn from other team members, do you have this habit?
 Ready to make a mistake and learn from it. Do you have this habit?
 Curious to ask and learn wherever possible. Do you have this habit?
 Motivated and also inspire others. Do you have this habit?
 Be an early adopter. Do you have this habit?
 You are able to iron out the problems and you are the go-to person for solving the
problems
 Understand that everyone is special, and he will bring something different to the table
 Strong and balanced emotional quotient
 Saying “Yes” to challenges
 Creative and passionate to work out something unusual

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Strengthen Resiliency Checklist:
 In a challenging condition, Team members act at once to what can be worked out to make
matters perfect.
 Team members guide each other where they can, rather than worrying about what they
can’t influence.
 Team members don’t take criticism personally.
 Team members usually deal with maintaining matters in perspective.
 Team members are relaxed in an emergency.
 Team members are excellent at discovering solutions to problems.
 Team members wouldn’t characterize themselves as anxious individuals.
 Team members wouldn’t tend to escape from the conflict.
 Team members seek to deal with situations rather than being a victim of circumstances.
 Team members depend on their instinct.
 Team members deal with their stress levels effectively.
 Team members feel positive and confident in their stand.

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Motivation checklist:
 How can we provide sensory, intellectual, and emotional stimulation?
 How can we provide team member status to be acknowledged and also belonging to
something?
 How can we create a strong, motivating work environment where high performance is the
standard?
 How can we create a sense of connection and comfort?
 How can we create enjoyment of passion about anything, from sports to supporting
international causes?
 How can we encourage people to perform better at work by having and communicating high
expectations of them?
 How can we encourage Happiness?
 How can we stop punishing for failure?
 How can we make a major effort to ensure that we offer competitive wages and other forms
of compensation?
 How can we grow team members by providing challenging new tasks which are attainable
and according to their interest?
 How can we give team members the freedom to find their own unique solution which is out
of the box? Through which they can achieve personal and professional achievement?
 How can we create a good support system and guidance for the team members so that they
get inspired to do the assignment?
 How can we rotate a team member’s job so that they do not do the routine work and let them
discover new interesting work?
 How can I set a stretch goal for the team members and recognize them on the achievement of
the same in public?

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Missing Psychological safety checklist:
 People get into blame mode, easily
 Conflicts are degenerating into fighting mode
 Normal conversion getting into an argument and it gets escalated
 Lobbyist and threat for the employees as they are not part of the Lobby
 Feedback are taken personally
 Questions are marked as silly questions, and they are marked as trivial
 Challenging one another is the norm and team members feel they need to push their ideas
 Team members are not willing to accept their mistakes, and they become defensive
 Most of the team members are busy and not open for discussions
 People are not focused during critical discussions
 Team members always feel it is someone else’s problem, and it is not mine
 Creative ideas are shot down by the experts
 Accountability is missing most of the time and it has to be pushed from the top as team
members are not willing to take it-up
 Team members are not free to share their personal stories, they are too professional, and
they have no time for all these discussions
 Measurement is only with numbers, efficiency, savings, and ROI calculation. The
Happiness an index is missing.
 Culture is completing the job right the first time, so everybody is cautious
 The leader is very strict about the deadline, the pressure is very high, and the delivery
always at the earliest.
 Team members know there is no place to go or share their stories.
 Do it else leave the place
 Leaders do not walk the talk
 Cost is the center of all discussions. No money for a team outing, no money for travel, no
money for celebration, no money for recognition! Save cost!
 Rewards and recognition are rare, and there is too much politics in the selection process
for meritorious work
 People are scared to become vulnerable
 Team members sometimes reject others for being different
 People do not share much about their personal stories
 Only a few team members are dominating the meeting most of the time
 Retrospect actions related to impediments are open for several months
 Not much support from each other (Individual contributor and hero culture)

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Big Ego Person - Checklist:
 Do you recognize the individual often becoming defensive during the conversation?
 Do you recognize the individual is overconfident?
 Do you recognize the individual is always showing that he/she is brilliant and creative?
 Do you recognize the individual is not able to accept that others are more knowledgeable?
 Do you recognize the individual is always showing that he/she knows everything, and
that there is no scope for learning?
 Do you recognize the individual is always thinking he/she is superior to others?
 Do you recognize the individual is always thinking rules do not apply to him/her?
 Do you recognize the individual always does not accept their fault?
 Do you recognize the individual is always less empathetic with others?
 Do you recognize the individual is always arrogant in dealing with others?
 Do you recognize the individual is always?
 Do you recognize the individual is always not willing to compromise?
 Do you recognize the individual is always self-centred?
 Do you recognize the individual is always worrying about their needs?

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Heroic leader: Checklist
 Heroic leaders have the determination to achieve the goal.
 Heroic leaders display confidence under stress and are tough enough to accept risks when
others are considering covering themselves.
 True heroic leaders are already passionate about their work. Their passion and degree of
assurance inspire the team members and motivate them to perform better.
 Heroic leaders are trusted by their followers because they never shift from their inner
values, even when it might be painful.
 Heroic leaders articulate the facts (truth) and they possess little tolerance for apprising
individuals beyond what they prefer to hear.
 A leader starts to develop confidence by achieving a modest accomplishment. As the
heroic leaders continue their work as per their approach, they attract other members, and
they use influential tactics to promote self-confidence and shape, train, and motivate the
team.
 Heroic leaders are more concerned about group successes than with pursuing their own
goals. Such individuals become an inspiration for others, even as they experience
challenges; they will embrace success and gain respect.
 Heroic leaders display a sense of belonging and kindness for others.
 The Heroic leader realizes his/her own weaknesses and offers credit to all the individuals
who are behind their success.
 Heroic leaders make it an obsession to guide others and are welcoming, approachable,
and supportive. True heroic leaders lean toward the welfare and requirements of their
subordinates.
 True leaders always put others first
 Heroic leaders are never foolishly bold. They invariably are sensible and adequately
skilled to accept and decline the opportunities as per their requirement.
 All the heroes who have lagged on the surface of the earth have been born with definite
motives. All their life they seldom lose focus of what they want to achieve or establish.
 The heroes are selflessly devoted to their task and will, therefore, concentrate their
movements towards its accomplishment.
 They whole-heartedly devote themselves to the task, which is set, and they work towards
its realization.
 Heroes have firm convictions as they have substantial beliefs concerning a specific
situation. It is a set of unshakable thoughts or beliefs, which cannot be altered in any way.

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Emotional Intelligence Checklist:
Self-Awareness: Checklist:
 I am conscious of how I feel and why. (Yes/No)
 I understand how my feelings influence my behaviour and performance. (Yes/No)
 I have a perfect view of my personal strengths and weaknesses. (Yes/No)
 I investigate situations that take place to me and reflect on what took place. (Yes/No)
 I am receptive to feedback from others. (Yes/No)
 I seek opportunities to understand further about myself. (Yes/ No)
 I placed my mistakes in perspective. (Yes/No)
 I maintain a sense of humor and can laugh about my mistakes. (Yes/No)
 I believe that anyone can change. (Yes / No)
 I am happy about my current state (Yes/No)
Managing Emotions and Self-Regulation: Checklist
 I can remain cool in moments of emergency. (Yes/No)
 I see precisely and remain focused when under pressure. (Yes/ No)
 I demonstrate sincerity in all of my activities. (Yes/No)
 Individuals can depend on my message. (Yes/No)
 I willingly agree with my mistakes. (Yes/No)
 I resist the illegal responses of others. (Yes/No)
 I stand for what I consider right. (Yes/No)
 I handle change effectively and remain the course. (Yes/No)
 I can be flexible when dealing with difficulties. (Yes/No)
 I keep doing the same thing, though it is not working (Yes/No)
Self-Motivation: Checklist:
 I set challenging objectives. (Yes/No)
 I accept legitimate and calculated risks accomplishing my objectives. (Yes/No)
 I am results-oriented. (Yes/No)
 I look for information on how to obtain my objectives and enhance my performance.
(Yes/No)
 I go above and beyond what is naturally demanded of me. (Yes/No)
 I am invariably seeking for opportunities to work out unique things. (Yes/No)
 I advocate a positive attitude even when I encounter difficulties and impediments.
(Yes/No)
 I concentrate on success rather than failure. (Yes/No)
 I don’t take disappointment personally or blame myself too much. (Yes/No)
 I tend to worry about why I won’t reach my goals and get anxious (yes/No)
Empathy for Others: Checklist:

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 I pay attention to how others feel and react. (Yes/No)
 I am responsive to other people. (Yes/No)
 I suggest comments and try to encourage others to accomplish their objectives. (Yes/No)
 I recognize and reward others for their achievements. (Yes/ No)
 I am accessible to coach and mentor people. (Yes/No)
 I respect individuals from diverse backgrounds. (Yes/No)
 I connect easily to individuals who are distinct from me. (Yes/ No)
 I challenge prejudice, favoritism, and discrimination in others. (Yes/No)
 I occasionally encounter it troublesome to understand things from the other person’s
point of view (Yes/No)
 I consistently try to understand my friends better by imagining how things sound from
their viewpoint (Yes/No)
Social Skills: Checklist:
 I am proficient at influencing others. (Yes/No)
 I can communicate precisely and effectively (Yes/No)
 I can accept bad as well as good news. (Yes/No)
 I can share my vision with others and inspire them to pursue my move. (Yes/No)
 I lead by example and I challenge the status quo when significant. (Yes/No)
 I promote open and professional exchanges when there are differences. (Yes/No)
 I encourage them to maintain a positive atmosphere at work and strengthen their
relationship with others. (Yes/No)
 I model team aspects such as respect, helpfulness, and collaboration. (Yes/No)
 I advocate cooperation from everybody when I work in teams. (Yes/No)
 I understand political forces that operate in organizations. (Yes/No)

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Ego Trap: Checklist
 You are overlooking the negative comment.
 Submerged into positive feedback! People can use this superficial flattery to appeal to
your ego and, finally, influence your decision-making in order to benefit themselves or
their business.
 You love control; you feel wonderful when you exercise this power
 You know everything and no need to change anything. You are not welcoming any fresh
suggestions.
 You do not walk the talk,
 You always walk with “yes sir” people. You choose to walk with them as they listen to you
and accept you.
 You do not like to receive criticism if someone wants to share with you
 You think you have all the answers in the room, and nobody knows as much as you know
 You demand people follow you
 You lost in touch with the latest happenings and you live in your own best world
 You love to receive 1000 likes on Facebook, if it less, you feel sad!
 You are worried about how others will read you! You work for others to get acknowledged
 You benchmark yourselves with others always
 You are living in the past, carrying past and worry about the future
 You judge the individuals based on their action
 You communicate with others to impress them
 You take yourself seriously
 You need individuals to be around yourself to acknowledge your contribution
 You want to win at any cost and always right

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Evaluating Self: Checklist
 What I am known for?
 What about myself do I admire most?
 Classify what I cherish most doings?
 Identifies, what brings me joy
 What prospects of my life do I choose to see a transformation in?
 What did I choose to accomplish?
 What are my fears?
 What am I thankful for?
 Am I content working out what I’m presently working on?
 What are the most remarkable things I’ve gained in life?
 Who inspires me the most and what is it that inspires me about them?
 What do I believe in?
 What have I accomplished in my life that I am proudest of?
 What is my biggest core value?
 How do I feel about your parents?
 Let me write my own obituary. What will I be writing?

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Building our Purpose: Checklist
 What were you passionate about as a youngster?
 What did you find emotionally fulfilling when you were younger?
 If you didn’t have to work, and you weren’t allowed to stay in the house, how would you
choose to spend that time?
 What drives you to forget about the surrounding nature?
 What themes do you admire to study about?
 What kind of remarks do you have with your dearest associates?
 Are there any topics that you frequently bring up to communicate about?
 What do you choose to accomplish before you die?
 If you had a dream, could you create it to take place?
 What Are You Willing to Battle for?
 How Are You Going to Save the World?
 What part of your adventures you feel appreciative of and you choose to replay it
repeatedly?
 What are the numerous ways you have been impacting another people’s existence?
 After one or two decades you choose to record your accomplishment, what you will be
recording?
 What you will perform free of charge?
 What do you choose to know for?
 What are your dreams, and they are shaping you now and will shape tomorrow?
 What activities when you do, and you always put 150%?
 What you choose to die for?
 What encourages you to travel out of your comfort zone?
 When you get resistance, for what reason you present your 100% to bounce back or push
back hard?
 Who is your idol, and why do you cherish this individual?
 What are my core values and beliefs?
 If you recognized you were going to die one year from today, what would you do and how
would you choose to be remembered?
 What makes you out of bed in the morning and what keeps you up at night? What
energizes you?
 If you have all the capital that is required, how you will allocate your time?

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Strengthen our observation skill: Checklist
 Let us know our Subject
 Let us slow down and look outwards
 Let us Shadow someone
 Let us Meditate
 Let us Ask more open ending challenging questions
 Let us be candid for a fresh way of investigating something
 Let us provide ourselves a cross-cultural experience
 Let us ask “why” more?
 Let us Try Something New
 Let us Experiment with new things
 Let us Cut Out Distractions and focus
 Let us Test our Recall
 Let us Take notes
 Let us Pause and listen to the sound of the birds
 Let us observe people’s body language
 Let us Recognize shapes, sounds, smells, movements, textures and feelings
 Let us Grow our Critical Thinking Skills

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Effective Facilitation Checklist -1:
 Start with a joke and encourage others to build humor which makes the environment
light!
 Make participation mandatory for everyone, preferably Face to face (I know you have the
team in a distributed mode, etc)
 Share their successes to get their attention. Find a few nice stories to share with them.
 Start the meeting with an inspirational message. Find a few quotes for the meeting.
 Encourage Positivity and practice it.
 Share a Surprising Statistic or a Poignant Quote
 Tell a Story
 Break the meeting into multiple small breaks (go for a 3 mins walk)
 Meeting should be a standup and no chairs are present.
 Let everyone share one thing they want to celebrate.
 Ask for the worst idea in the room
 Show a funny video
 Invite someone from the other teams to share some topics
 Design the meeting around people’s strengths.
 Get Everyone to Speak Up
 Make a connection with everyone in the room
 Remind everyone of your greater mission
 Provide action steps
 Acknowledge successes
 Introduce new learning techniques
 Use vibrant and engaging visuals
 Try a different order
 Combine things in different ways
 Use your imagination
 Ask a rhetorical and thought-provoking question.
 Location Matters, Look for a better room and infrastructure
 Apply your great facilitation skill
 Postpone criticism
 Use the “Parking Lot” To Manage Off-Topic Discussions
 Use a Notepad and board to sketch and create visuals in the meeting room
 Start on time, finish on time and maintain strict time keeping.
 Avoid multitasking and minimize distractions and maintain a high focus on purpose
 Assign action items as you go. Create accountability
 Promote intimacy with the colleagues
 Spend more time in planning instead of increasing the meeting time
 Spend the last five to 10 minutes of the meeting recapping decisions and actions and
agreeing to what the team will tell its direct reports about what was discussed

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Effective Facilitation Checklist -2:
 You are able to figure out the purpose, benefits, and principles of facilitation
 You are skilled at active listening, paraphrasing, seeking, and outlining key topic
 You are able to negotiate with time and sustain a steady pace
 You are equipped with approaches for obtaining active collaboration and producing ideas
 You are able to keep concise and comprehensive notes that point out what participants
have recommended
 You are aware and work out the fundamental mechanisms of efficient problem solving,
brainstorming, and force-field analysis
 You are knowledgeable of an extensive variety of procedural tools essential for organizing
group conversations
 You are able to plan meetings using a comprehensive collection of process tools
 You are knowledgeable and apply many decision-making techniques
 You are skilled at attaining consensus and achieving closure
 You are skilled at using feedback processes. Able to listen and acknowledge personal
observation
 You are able to set goals and objectives that are measurable
 You are able to seek good probing questions that challenge own and others’ assumptions
in a realistic and healthy manner
 You are able to use surveys to develop performance
 You are able to conduct meetings in a systematically and efficient fashion
 You are able to manage conflict between participants and remain composed
 You are able to bring about sudden and appropriate interventions
 You are able to deal with resistance non-defensively
 You are skilled at dealing with personal attacks
 You are able to redesign meeting processes on the spot
 You are able to size up a group and adopt the optimal strategies for their developmental
stage
 You are able to combine and consolidate ideas from a majority of information and
establish coherent summaries

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Barriers to Successful Partnerships: Checklist
 Limited vision/failure to inspire
 One partner manipulates or dominates, or partners compete for the lead
 Lack of clear purpose and an inconsistent level of understanding the purpose
 Lack of understanding roles/responsibilities
 Lack of support from partner organizations with the ultimate decision-making power
 Differences between philosophies and manners of working
 Lack of commitment; unwilling participants
 Unequal and/or unacceptable balance of power and control
 Key interests and/or people missing from the partnership
 Hidden agendas
 Failure to communicate
 Lack of evaluation or monitoring systems
 Failure to learn
 Financial and time commitments outweigh potential benefits
 Too little time for effective consultation
 Partnership is the key to collaboration and servant style leadership.

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Checklist for Identifying Stakeholders:
 Have all the primary and secondary stakeholders been listed?
 Have all potential supporters and opponents of the project “XYZ” been identified?
 Have primary stakeholders been divided into groups?
 Have the interests of vulnerable groups been identified?
 Are there any new primary or secondary stakeholders that are likely to emerge as a result
of the project?
 How the project big picture is connected with all the identified stakeholders? do we have
any dependent stakeholders?
 What are the stakeholder’s expectations from “XYZ” project?
 What benefits are there likely to be for the stakeholders?
 What resources will the stakeholder wish to commit (or avoid committing)?
 What other interests does the stakeholder have which may conflict with the “XYZ”
project?
 How does the stakeholder regard others in the list?
 Which problems, affecting which stakeholders, does the project seek to address or
alleviate?
 For which stakeholders does the project place a priority on meeting their needs, interests
and expectations?
 Which stakeholder interests converge most closely with “XYZ” project objectives?
 What are the roles or responses of the key stakeholders that must be assumed if the “XYZ”
project is to be successful?
 Are these roles plausible and realistic? Who can clarify, if required?
 Are there negative responses which can be expected, given the interests of the
stakeholder?
 If such responses occur, what impact would they have on the “XYZ” project?
 How probable are these negative responses and what are the major risks?
 What financial or emotional interest do they (Stakeholders) have in the outcome of “XYZ”
project work? Is it positive or negative?
 What motivates them (Stakeholders) most of all?
 What information do they want from “XYZ” project?
 How do they want to receive information from “XYZ” project? What is the best way of
communicating your message to them?
 What is their current opinion of my work? Is it based on good information?
 Who influences their opinions generally and who influences their opinion of myself? Do
some of these influencers, therefore, become important stakeholders in their own right?
 If they are not likely to be positive, what will win them around to support my project?
 If I don’t think I will be able to win them around, how will I manage their opposition?
 Who else might be influenced by their opinions? Do these people become stakeholders
in their own right?

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Intrapreneur: Checklist
 Hunger and enthusiasm to seize the initiative
 Inclination to moderate risk: In mission-critical work
 Confidence
 Self-reliance
 Perseverance
 A desire for immediate feedback
 High-level energy
 Competitiveness
 Future orientation
 Skill at organizing
 Value of achievement over money
 A high degree of commitment
 Tolerance for ambiguity
 Flexibility
 Tenacity

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Enhance Credibility: Checklist:
 Be honest and Transparent
 Show Value
 Allow others to contribute and accept
 Self-Marketing
 As a leader you are an enabler
 Minimize criticism
 In the Gig economy, be the Gig
 Master in Emotional control
 Well-networked
 Take ownership
 Empathize
 Celebrate your success often

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Enhance Trust: Checklist:
 Better relationship
 No rat races
 Accept failure and mistake
 Committed and accountable
 Communication
 Share reward
 Consistent and honest
 Respect
 Trust building is time consuming
 Let us be vulnerable
 Let go
 Criticize in private
 Share and care
 Transparency

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Servant Leaders: Checklist
 Does he/she seek to listen receptively to what is being done and said (not just said)?
Listening also encompasses getting in touch with one’s inner voice, and seeking to
understand what is being communicated?
 Does he/she seek to identify and clarify the will of the group?
 Does he/she understand and empathize with others? Does he/she accept and recognize
people’s special talents?
 Does he/she heal self and others? Do others believe he/she has a strong awareness of
what is going on?
 Does he/she look for cues from their opinions and decisions?
 Does he/she seek to convince others, rather than coerce compliance? Does he /she
successfully construct an agreement within groups?
 He/she is a great dreamer? Do they have the ability to look at the organization and any
issues within the organization from a conceptualizing perspective? He/she is thinking
beyond the day-to-day realities?
 Does he/she understand the lessons from the past, the realities of the present and the
likely consequence of a decision in the future?
 Does he/she responsible for preparing it for its destiny, usually for the betterment of
society?
 Does he/she desire to prepare the organization to contribute to the greater good of
society—not unlike preparing the prince to serve the greater good of the kingdom?
 Do employees believe that he/she is committed to helping them develop and grow?
 Does he/she believe that all employees have something to offer beyond their tangible
contributions?
 Does he/she has a strong sense of community spirit and work hard to foster it in an
organization?
 Do employees believe that he/she is willing to sacrifice their self-interest for the good of
the organization?
 Does he/she have a natural desire to serve others?
 Does he/she desire to make a difference for others within the organization and will
pursue opportunities to make a difference and to impact the lives of employees, the
organization, and the community—never for their own gain?
 Does he/she understand the deep human need to contribute to personally meaningful
enterprises?
 Does he/she nurture the individual’s spirit through honest praise and supportive
recognition?
 Does he/she remind employees to reflect on the importance of both the struggles and
successes in the organization and learn from both?
 Do those served to grow as persons; do they, while being served, become healthier, wiser,
freer, more autonomous, more likely themselves to be servants?

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Non-Collaboration Symptoms: Checklist
 If I feel like, I am not going to work for the long-term assignment with the party, I may not
go for Collaboration.
 If I feel like, the current goal is not so much important to me, I may not be willing to go for
a collaborative approach.
 If I have to execute a certain assignment quickly, I may not go for a collaborative approach,
as it is a time-consuming process.
 If I find some long-term benefit by working with this person or assignment, then I will
collaborate else not interested.
 If I find that the team members I am working with, they are knowledgeable and influential,
ROI will not be high, then I may be interested to collaborate.
 If I realize I cannot change the decision made by another person, I will not be part of the
game.
 If I find the team members with whom I will be working they are eating my pie, I may not
be willing to collaborate.
 If I find the team whom I am going to work, I had a previous bad experience or some of
my team members had an earlier bad experience I may not collaborate with them.
 If I find the other party is reliable, and they will not harm me in any way, I can trust them,
I will enjoy working with them, I can think of collaborating with the team.
 If I find the subject is not aligning with my passion, I may not collaborate.
 If I find I am at risk of doing too many things by collaborating with others, I may not
progress much.

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Sustaining Community Energy: Checklist
 Public goals: We set public goals for all our decisions. In the process, team members are
accountable publicly and so they all involved more to achieve their target
 We display our outcomes through a BIG Visual bang! We scream, what we have achieved,
and it satisfies all the involved party in the ecosystem
 We set a BIG purpose in each of the events we drive. We inspire in a daily stand up what
achievement each of the team members will obtain by doing this voluntary work.
 Building a culture “NO Fear from Failure”. We encourage failure, and we see much
participation and many volunteers. Nobody to blame us.
 Inspire team members as to what impact they are making through various voluntary
services.
 Recognize in public, and set a small target, do it more (Small, Consistent, rewards).
 Build a team with a lot of energetic team members, who never run low on energy. They
never give up on small hurdles
 We as a team, help each other to make ourselves perfect with a lot of reviews, and training.
Good feedback systems to improve.
 We make a Physical board to demonstrate our work in progress items. Built-in
transparency
 We create BUZZ about our happenings, upcoming items and alerts. So that all the team
members aware of our next steps. We build curiosity about our community to increase
participation.
 We create a fun-filled ambient, where the team members come to learn and have fun
 We share, care and we build a family!

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Sustain the Change Initiative: Checklist
 Have a focus group with experts, who can bring and effectively implement those changes
smoothly
 Let us have a review of the changes and improvement in the organization and
communicate with all the people
 Connect with the employees and understand their concerns and resolve their concerns,
wherever applicable and feasible
 Undertake a series of communication messages at different levels and get the feedback
 Encourage different ways to engage people to participate. Facilitate those events to
connect with the people.
 Let us talk openly and listen to the voice of the employee and their concerns in an open
area so that there is no feeling that it is a secret mission
 Build win-win situations, wherever possible
 Take help from all the team members, wherever possible and slowly the resistance will
turn into cooperation.
 We have to keep looking and calibrating the situation for sustaining the changes for the
long term.

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Crisis Time Leadership: Checklist
 Demonstrate Candor and confession. Be honest, listen to others, be open
 Rapidly develop a remarkably accurate knowledge of the issues. This understanding
further strengthens their capacity to explore the problem realistically.
 Leaders will be calm at crises time; they will demonstrate courage.
 Leaders act instantaneously, but they remain focused on the vision.
 During a crisis, everybody looks at a leader for the next step or for inspiration.
 Leaders must continually revisit whether the strategies they have articulated are still
relevant and adequate. If not, come up with a new strategy to fit the situation.
 Influence and motivate others to manoeuvre the complex, interrelated strategies.
 Acknowledges the intensity of the crisis and concentrate on the next best arrangement.
 Build relationships and rely upon peers to share the burden together. Collaborate with
many teams and ensure bonding.
 Leaders must facilitate a shared vision for what is needed throughout and watching the
crisis.
 Emotions running high, with stress and fear being at the forefront. It is vital for a leader
to hold control and check the panic from expanding.
 Optimism and positivism are the sign at this crisis’s moment
 In the time of crises, leaders connect more with the employee, to identify what’s going on
and how they can support.
 Leaders help with EQ development during crises. The Better EQ helps us regulate our
panic and reactions. EQ helps us understand others and support them to calm their panic.
 Leaders manage the relationship better in a crisis condition.
 During crisis time connect with the individuals to engage them, guide them, will
encourage the team members.
 Leaders ensure negativity does not multiply during a crisis situation.
 Empathize more with the team members at the crisis time.
 Leaders admit the mistake and upgrade themselves, In the crisis time, leaders will create
many resolutions but there will be a breakdown which they will accept and revise.

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Reactive Leadership: Checklist
 More anxious about how they are performing than with what they are accomplishing;
 Do actions by custom, rather than making the right things;
 Over-control and micromanage;
 Avert conflict by not focusing on actual issues;
 Fail to lead by constantly raising ideas for change to the highest authority to gain approval
to move forwards;
 Expect top management to have all the says, to present the charismatic vision and to
establish the dilemmas;
 Blame others for obstacles and claim no share of complicity themselves;
 Wait for the culture to change. Someone will change it.
 Think that vision and direction must develop first from above, and that the job of those
below is to accept it–rather than to co-create the future and suggest what they’re expected
to say in meetings and have the legitimate discussions later.