1. Name
Occasionally Frequently It's a Habit
...Provide your people with a direction and help them find the way to get there
...Have the ability to see the big picture and look beyond today's challenges
...Stay clear, even when there is ambiguity around you and within other organizations
...Find a way to accomplish what is required (soultion and action oriented)
...Possess the courage to make the tough and timely decisions when they are required
...Embrace the responsibility to ensure that decisions are followed up and implemented
...Help those around you to think and respond in different ways during times of change
...Constantly look for ways to learn and adapt your leaderships skills for greater success
…Show a passion for your job and share that passion to bring energy to your team
…Have a good self-awareness and the ability to be yourself in all different circumstances
…Show the courage of your convictions to do the right thing in difficult situations
…Possess the courage to admit your mistakes and the drive to correct them quickly
…Show good business judgment and delegate to develop this ability in your people
...Understand that good leaders are good followers and listen to your people's ideas
…Remain open to new experiences as they help strengthen your principles and resolve
...Know that as a leader, you are in "show business" and you are a role model to others
...Choose good people who embrace being accountable and can do the job themselves
...Embrace reality and adapt your style to get the job done with the people you have
...Share your confidence in your people for them to deliver to the their abilities
...Engage your people for ideas to use the full capabilities within your team
…Know what to delegate and empower your people with the responsibility to deliver
...Motivate in different ways to get the best performance from each person in your team
...Create an environment and team spirit where everyone is learning from each other
…Motivate in ways for everyone to feel the group's accomplishment as their own too
...Understand that influence is gained through building trust and bringing solutions
…Have the humility to listen and learn from others, and not thinking you know it all
…Possess the sensitivity to understand and manage the expectations of others
…Communicate clearly and have people fully understand the impact of change
...Understand that credibility is earned by proving yourself to others, as it is not granted
...Adapt your style to what the situation demands of you to facilitate successful solutions
…Bring a sense of calm or serenity to difficult situations or in times of a crisis
…Possess a sense of humor to help instill better rapport, especially in times of conflict
…Facilitate a common understanding of key issues to drive the right solutions
Leadership Behaviors Questionnaire...Do You…GC
RoleModelDrivePerformanceInfluenceOthersMindset
Page 1 of 5Mark Fritz - mark@markfritzonline.com / www.markfritzonline.com

2. GC
This is especially true during times of change, when you need to give your people a clear sense of direction. It's a roadmap
that they can hold onto, because if they don't have one; they don't really buy into what they are asked to do. This is easy to
say, but difficult to do. You just can't be making things up on a daily basis. For the GC, it is about defining how you help
advance the business goals and interests, and provide a clear direction, structure, and path to go make it happen.
It is having the courage to make unpopular decisions when it is about setting the right direction. A leader’s decision making
really shows whether a leader means what they say, and having the courage to make tough and timely decisions shows the
integrity and commitment for your people to follow.
It starts with taking the time to listen to people, and then making the decisions. This gives you information and insights to
make better decisions, and better implementable decisions. The power of a decision is not when it is decided, but when it is
implemented. Some people feel that after they make the decision that everything is done. It’s about implementing the
decision down the organization, and this is where strong leaders ensure decisions are followed and implemented.
Change is often when people discover their leadership skills, and it is when GC’s have the biggest impact on the people
around them. Both from others observing their behavior and with the questions they ask, they get people their people to be
more creative and proactive in times in change. It’s part role model and part coach, and the combination can help your
people grow fast and achieve more during times of change.
...Help those around you to think and respond in different ways during times of change
...Have the ability to see the big picture and look beyond today's challenges
To be a strong and effective leader, you need to be able to convey the range of issues and outcomes to both your legal team
and the business. It's about rising above today's challenges and seeing the big picture, and then communicating that picture
to others.
...Stay clear, even when there is ambiguity around you and within other organizations
Your people perform better when the priorities are clear, and they know where they need to apply their focus (i.e. what's
important). Priorities and focus are born from a clear vision and roadmap of where your want to take your organization.
With the clarity, you won't be able to take your people with you.
...Find a way to accomplish what is required (soultion and action oriented)
Successful GC’s are very solution oriented, and helping the business find a way to achieve what they want to achieve. These
solutions are implemented faster when leaders are decisive and clear on what needs to be accomplished.
...Constantly look for ways to learn and adapt your leaderships skills for greater success
Successful GC’s know that staying the same is moving backwards. They are constantly seeking out ways to learn from others
to grow their strengths stronger and most importantly, improve their listening skills. Throughout the interviews there was
always one particular skill mentioned more than any other...it's listening. You get to learn more and make your leadership
easier when you are always asking others "What do you think?"
Mindset
...Provide your people with a direction and help them find the way to get there
...Possess the courage to make the tough and timely decisions when they are required
...Embrace the responsibility to ensure that decisions are followed up and implemented
Descriptions of the Leadership Behaviors
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3. GC
…Show a passion for your job and share that passion to bring energy to your team
Descriptions of the Leadership Behaviors
Your experiences help to shape how you approach your job and your leadership. People with passion and integrity are always
looking for new experiences that will drive them to grow faster. With growth comes pressure on our values and principles,
and successful leaders view this a personal challenge that will strengthen their resolve to do the right thing. Be open to new
experiences that will help you grow, and also help you learn more about yourself as well.
Successful GC’s have to be competent lawyers to gain the respect of their people, but they don’t need to have all the
answers. In fact, GC’s who think they have all the answers are actually running their legal functions at a diminished
capability, and relying only on their abilities and experiences, and not of the entire team. Leaders are also good followers,
and are constantly asking their people for their ideas and insights. It not only helps for the team to develop better solutions,
but the leader grows faster as well too.
Everyone is different and leads in different ways. Successful GC's lead with the type of person they are, as when you try to
be someone else, others always consider you a fake...and that's when your credibility can suffer. You can't just copy what
others are doing, you need to apply what you see and learn to who you are and to how you can be yourself. With good self-
awareness, you can be consistent in all the different circumstances you encounter.
Leaders have the capacity to drive, to lead the way. You are able to give energy to your people, and to get them to do things
that they couldn't do themselves. It's more than having authority, it's having gravitas. Also, it is not necessary to know
more than others, it's about how you communicate, motivate and create a fighting spirit within the team. You bring energy
to everyone around you.
RoleModel
Business judgment is what brings the value to the GC’s interpretation of the law, and the way to a solution. Successful GC’s
had the opportunities and challenges that helped grow their business judgment through their career. They understand the
role those opportunities and challenges played in their development, and look to delegate the same to their people to help
them grow their business judgment too. Training provides a foundation for business judgment, but good business judgment
is grown through practice, and constantly being put in positions where business judgment is required.
Leaders with long-term success have an ability to take the long view (in addition to the short view), to demonstrate strong
ethics, and to build strong business reputation with others. It's having integrity that comes from the passion to do what's
right and correct. You convey to your people that you mean what you say, when it shows up in your behaviors.
…Have a good self-awareness and the ability to be yourself in all different circumstances
Success comes from action, and successful GC’s take more action than others (and more thought through risks than others).
At times mistakes are made, and you see the leadership skills in others by how fast and sincere they admit their mistakes.
Courage is really the integrity to be accountable for your own actions and behaviors.
There's always a reputation quotient in everything you do. It’s having integrity in all types of circumstances. People use the
word courage, but in successful leaders this is really a passion to make the tough and difficult decisions…to do the right thing
no matter how difficult the circumstances.
...Know that as a leader, you are in "show business" and you are a role model to others
…Remain open to new experiences as they help strengthen your principles and resolve
...Understand that good leaders are good followers and listen to your people's ideas
…Show good business judgment and delegate to develop this ability in your people
…Possess the courage to admit your mistakes and the drive to correct them quickly
…Show the courage of your convictions to do the right thing in difficult situations
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4. GC
…Motivate in ways for everyone to feel the group's accomplishment as their own too
...Choose good people who embrace being accountable and can do the job themselves
...Embrace reality and adapt your style to get the job done with the people you have
It’s about bringing very good people into the organization, set objectives for them, motivate them and monitor their progress
towards those objectives. When you choose good people, they can do the job themselves.
You have to get the job done with the team you have. When understand your people's abilities and motivations, you learn
how to get the best efforts from each person, and collectively as a team.
Leaders need to have confidence in your people that they can do it, and not be second-guessing them all the time. It’s
important to give your people the opportunities to show their abilities and prove themselves to you and others.
Leadership is not about having all the answers, but in having the right questions to get all the answers. Therefore, getting
the ideas from the team by asking questions, listening, and sharing the ideas with everyone in the team multiply a leader’s
power. Leadership becomes easier when you listen, and your effectiveness is really powered by the quality of your questions.
Successful leaders will tell you that leadership is often more art than science. They know that delegating is one of the most
effective ways to grow their people, but they also know that their organization is measured on performance, not just people
development. It’s about knowing when to and not to delegate, and effectively balancing team performance and people
development. As with many things in life, success is an “AND”, and the best GCs know when and what to delegate to their
people.
Lawyers are individualists, some need some hugging, others need support, and then others who just want to be left alone to
get the job done. As a leader, it is about understanding what each person needs, and developing the trust and being
comfortable to leave them alone when they can do the job on their own.
GC's needed to bring together the different personalities in the group together and get them to work as one team. Each
team member's know how is their competitive advantage, and it's important to bring people together to share what they are
doing and to help grow faster all the members in the team. Especially in large legal teams, it helps to break down the walls
and the silos, and improve communications. To create the right team spirit, it is good to also bring in a social element, and
hold retreats that bring people together (getting everyone to know each other beyond their job). This grows the rapport and
trust within the team and helps facilitate better communications, especially on any problems…with much faster resolutions to
those problems.
...Share your confidence in your people for them to deliver to the their abilities
...Engage your people for ideas to use the full capabilities within your team
…Know what to delegate and empower your people with the responsibility to deliver
...Motivate in different ways to get the best performance from each person in your team
...Create an environment and team spirit where everyone is learning from each other
Leadership is the ability to make common goals for different levels of expectations, so that each person in the group is going
in the same direction and embrace the group's goals as theirs too. It's about making the objectives of the group, the
objectives of everyone in the group. Each person has their own expectations, own feelings or ways of thinking about the
same issues, but everyone is working in the same direction (in the same boat).
DrivePerformance
Descriptions of the Leadership Behaviors
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5. GC
...Understand that credibility is earned by proving yourself to others, as it is not granted
…Have the humility to listen and learn from others, and not thinking you know it all
…Possess the sensitivity to understand and manage the expectations of others
...Understand that influence is gained through building trust and bringing solutions
This is really about showing the reality in a funny way. Especially in difficult discussions and during negotiations, using humor
can help you change the atmosphere of the discussions or can help make a point in a far more effective way.
Everyone approaches their priorities and decisions based on their expectations, so understanding and managing the
expectations of others (especially the business) is very important. Success comes faster when you align the personal
expectations of others to a common goal or solution.
During change, there is always some uncertainty, and a leader’s responsibility is to bring clarity to the direction and
expectations for their team. Successful teams clearly know what needs to be achieved, and also why it needs to be
achieved. Leaders with success in driving change communicate clearly what is to be accomplished and why it needs to be
achieved now.
Leaders don't need to be liked, but the have to be respected. The focus is on creating respect, not fear. If others fear you,
then they won't bring you in when you need to be there or they won't tell you what you need to know. Respect comes from
being a person of principle, and knowing where the line needs to be drawn. It's being principled and tough, and having
others knowing that you will help them get to where they need to be. You are not afraid to ask questions, and you speak up if
you see them “heading towards a cliff".
…Communicate clearly and have people fully understand the impact of change
It is important to get the balance right of having a framework within how things will work, and also creating an environment
where everyone is willing to share their views and opinions. With the right environment, and built upon strong rounded
relationships, others on their own initiative will trust each other and share knowledge with each other.
When dealing with the business management or clients, it is important to take the lead and drive the right solutions forward.
You focus on bringing a sense of calm that you will bring a path forward, and sort of saying "Don't worry, I will take care of
that". This is achieved by gaining the trust of others that you are solution focused, and that they can count on you to help
them achieve their goals.
...Adapt your style to what the situation demands of you to facilitate successful solutions
…Bring a sense of calm or serenity to difficult situations or in times of a crisis
…Possess a sense of humor to help instill better rapport, especially in times of conflict
…Facilitate a common understanding of key issues to drive the right solutions
InfluenceOthers
A GC’s influence is not something that is a constant, and is gained based on a foundation of trust, and the ability to help the
business find solutions to business problems and opportunities. Successful leaders know their ability to “get things done” is
based on their influence, and that it is not created in any single event, but with their daily and weekly behaviors.
Successful lawyers and leaders are not without egos, and often the people with the largest egos have the biggest self-
awareness problems. They don't want to see it, and even if you tell them, they just don't get it. However, the truly
successful possess the humility to listen, ask questions, absorb what is being said; and then make decisions and take action.
Also, when you listen to others, you bring them into the subject, and when you bring people in, you get more buy in to the
solutions as well.
Mark Fritz - mark@markfritzonline.com / www.markfritzonline.com Page 5 of 5
Successful GC's come with an independent knowledge of the business, can facilitate a discussion of facts or circumstances,
and help enable the business to get to the right answers.
Descriptions of the Leadership Behaviors