The document outlines key attributes for developing a high-performance leadership team, emphasizing the importance of challenging the process, inspiring a shared vision, and modeling the way. Leaders are encouraged to seek innovative solutions, foster relationships, and support their team’s growth while maintaining a clear philosophy of leadership. It also includes a self-evaluation tool for leaders to assess their effectiveness and seek feedback from team members to improve their leadership style.

1. Developing and Coaching a High Performance Team.

2. The Leadership Profile Needed They Challenge the Process They Inspire a Shared Vision They Enable Others to Act They Model the Way They Encourage the Heart

3. The Leader challenges the process Leaders seek out challenging opportunities. Challenge people to try out new approaches to their work. Search outside the formal boundaries of the organization for innovative ways to improve. Ask “What can we learn?” when things don’t go as expected. Experiment and take risks even when there is a chance of failure.

4. Leaders inspire a shared vision Talk about future trends. Describe a compelling image of what the future could look like. Appeal to others to share an exciting dream of the future. Are contagiously enthusiastic and positive about the future. Speak with genuine conviction about the higher meaning and purpose of work. BHAG

5. Leaders model the way Leaders set a personal example of what they expect from others. Make certain that their staff adhere to the principles and standards agreed upon. Clear about their philosophy of leadership. Make progress toward goals one step at a time. Follow through on the promises and commitments they make. Level 5 Leader

6. I seek out challenging opportunities that test my own skills and abilities. I talk about future trends that will influence how our work gets done. I develop cooperative relationships among the people I work with. I set a personal example of what I expect from others. I praise people for a job well done. I challenge people to try out new and innovative approaches to their work. I describe a compelling image of what our future could be like. Your Leader Self-Evaluation Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1

7. I actively listen to diverse points of view. I spend time & energy on making certain that the people I work with adhere to the principles & standards that we agreed on. I make it a point to let people know about my confidence in their abilities. I search outside the formal boundaries of my organization for innovative ways to improve what we do. 12. I appeal to others to share an exciting dream of the future. 13. I treat others with dignity and respect. 14. I follow through on the promises and commitments that I make. 15. I make sure that people are creatively rewarded for their contributions to the success of our projects. Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1

8. 16. I ask “What can we learn?” when things do not go as expected. 17. I show others how their long-term interests can be realized by enlisting in a common vision. 18. I support the decisions that people make on their own. 19. I am clear about my philosophy of leadership. 20. I publicly recognise people who exemplify commitment to shared values. 21. I experiment and take risks even when there is a chance of failure. 22. I am contagiously enthusiastic and positive about future possibilities. Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1

9. I give people a great deal of freedom and choice in deciding how to do their work. I make certain that we set achievable goals, make concrete plans, and establish measurable milestones for the projects and programs that we work on. I find ways to celebrate accomplishments. 26. I take the initiative to overcome obstacles even when outcomes are uncertain. 27. I speak with genuine conviction about the higher meaning and purpose of our work. 28. I ensure that people grow in their jobs by learning news skills and developing themselves. 29. I make progress toward goals one step at a time. 30. I give the members of the team lots of appreciation and support for their contributions. Almost Always Very Frequently Usually Fairly Often Some-times Occass- ionally Once in awhile Seldom Rarely Almost Never 10 9 8 7 6 5 4 3 2 1

10. 1 __ 2 __ 3 __ 4 __ 5 __ 6 __ 7 __ 8 __ 9 __ 10 __ 11 __ 12 __ 13 __ 14 __ 15 __ 16 __ 17 __ 18 __ 19 __ 20 __ 21 __ 22 __ 23 __ 24 __ 25 __ 26 __ 27 __ 28 __ 29 __ 30 __ Totals: __________ ___________ ___________ __________ _________

11. 1__ 2__ 3__ 4__ 5__ 6__ 7__ 8__ 9__ 10__ 11__ 12__ 13__ 14__ 15__ 16__ 17__ 18__ 19__ 20__ 21__ 22__ 23__ 24__ 25__ 26__ 27__ 28__ 29__ 30__ Totals: ___ ____ ____ ____ ___ Challenge Inspire Enable Model Encourage The Process a Shared Vision Others to Act The Way The Heart

12. Have five to six of your co-workers and direct reports fill out a form. No names Have them turn them in to someone other than you. Total all the scores for each answer. Divide that number by the number of respondents to determine the average score. Total the columns Look at your two lowest columns Checklist to become a better Leader

13. Review the questions under the two leadership profiles. Rank them. Meet with all the respondents either as a group or individually and discuss your results. Talk about your low areas of leadership. Ask for honest feedback but never ask how someone individually scored you. Start making improvements based on your staff’s feedback Checklist to become a better Leader

15. Your Team need direction!

16. Leadership

17. Justin Tamsett B.Ed (Phys & Health Education) "What you leave behind is not what is engraved in stone monuments, but what is woven into the lives of others." Pericles