What makes a good test leader (DRAFT)
http://www.schulersolutions.com/leadership_self_test_answers.html
Communication
• Negotiation
• Coaching
http://www.kent.ac.uk/careers/sk/leadership.htm
Keep away from people who try to belittle your ambitions. Small people always do that, but the
really great make you feel that you, too, can become great."
Mark Twain
Unlike top management at Enron, exemplary leaders reward dissent. They encourage it. They
understand that, whatever momentary discomfort they experience as a result of being told they
might be wrong, it is more than offset by the fact that the information will help them make better
decisions.
Warren Bennis
Innovation distinguishes between a leader and a follower
Steve Jobs (founder of Apple)
"He tells you what you want to hear, he tries to talk you up, he tries to give you the belief and you
go there to do the work for him. He knows what I can do. Before the game he told me 'King, listen
to me, do your magic - you are the best'. When you hear that from your coach, you want to do
something for him."
Kanu talking about Harry Rednapp to BBC Sport
http://en.wikipedia.org/wiki/Kurt_Lewin#Leadership_climates
S1S2S3S4
http://www.career-builders-club.com/leadership-styles/index.html
Leaders should adapt their style to follower development style (or 'maturity'), based on how
ready and willing the follower is to perform required tasks (that is, their competence and
motivation).
There are four leadership styles (S1 to S4) that match the development levels (D1 to D4) of
the followers.
The four styles suggest that leaders should put greater or less focus on the task in question
and/or the relationship between the leader and the follower, depending on the development
level of the follower.
Style
Follower development level
Leadership style in response
to follower development
level
Low
R4
High
R3
R2
Task / directive behavior
Low
Low
High
S3
Participating
High
Relationship
/ supportive
behavior
R1
S4
Delegating
S2
Selling
S1
Telling
S1: Telling / Directing
Follower: R1: Low competence, low commitment / Unable and unwilling or insecure
Leader: High task focus, low relationship focus
When the follower cannot do the job and is unwilling or afraid to try, then the leader takes a
highly directive role, telling them what to do but without a great deal of concern for the
relationship. The leader may also provide a working structure, both for the job and in terms
of how the person is controlled.
The leader may first find out why the person is not motivated and if there are any
limitations in ability. These two factors may be linked, for example where a person believes
they are less capable than they should be may be in some form of denial or other coping.
They follower may also lack self-confidence as a result.
If the leader focused more on the relationship, the follower may become confused about
what must be done and what is optional. The leader thus maintains a clear 'do this' position
to ensure all required actions are clear.
S2: Selling / Coaching
Follower: R2: Some competence, variable commitment / Unable but willing or motivated
Leader: High task focus, high relationship focus
When the follower can do the job, at least to some extent, and perhaps is over-confident
about their ability in this, then 'telling' them what to do may demotivate them or lead to
resistance. The leader thus needs to 'sell' another way of working, explaining and clarifying
decisions.
The leader thus spends time listening and advising and, where appropriate, helping the
follower to gain necessary skills through coaching methods.
Note: S1 and S2 are leader-driven.
S3: Participating / Supporting
Follower: R3: High competence, variable commitment / Able but unwilling or insecure
Leader: Low task focus, high relationship focus
When the follower can do the job, but is refusing to do it or otherwise showing insufficient
commitment, the leader need not worry about showing them what to do, and instead is
concerned with finding out why the person is refusing and thence persuading them to
cooperate.
There is less excuse here for followers to be reticent about their ability, and the key is very
much around motivation. If the causes are found then they can be addressed by the leader.
The leader thus spends time listening, praising and otherwise making the follower feel good
when they show the necessary commitment.
S4: Delegating / Observing
Follower: R4: High competence, high commitment / Able and willing or motivated
Leader: Low task focus, low relationship focus
When the follower can do the job and is motivated to do it, then the leader can basically
leave them to it, largely trusting them to get on with the job although they also may need to
keep a relatively distant eye on things to ensure everything is going to plan.
Followers at this level have less need for support or frequent praise, although as with
anyone, occasional recognition is always welcome.
Note: S3 and S4 are follower-led.
Discussion
Hersey and Blanchard (of 'One Minute Manager' fame) have written a short and very
readable book on the approach. It is simple and easy to understand, which makes it
particularly attractive for practicing managers who do not want to get into heavier material.
It also is accepted in wider spheres and often appear in college courses.
It is limited, however, and is based on assumptions that can be challenged, for example the
assumption that at the 'telling' level, the relationship is of lower importance.
From:
http://changingminds.org/disciplines/leadership/styles/situational_leadership_hersey_blanchard.
htm
Acknowledge contribution of others
Gives credit to others when using significant aspects of their work. In a document
or presentation, the names of those whose material, concepts or ideas are
included is acknowledged in writing. Verbal recognition by name is provided in
discussion. Nominates others for awards to reward contribution.
Acknowledgement is not necessary when substantial enhancement of others'
work has been undertaken by the leader, nor when it is largely peripheral to the
core of the work. The attribute may be observed through their clarity in
distinguishing their own work and that which is others' or derived from it, and
nomination of others for awards.
Active Listener
Does this technical leader listen attentively to the discussions, and take note of
non-verbal signals? Do they question and probe appropriately? Do they
empathise and avoid rushing to judgement? Does their behaviour and body
language show they are genuinely engaged? Alternatively do they prejudge a
situation prior to hearing the full story?
Helpful and approachable
Assists others by openly sharing technical knowledge/expertise and offering of
professional guidance when asked. Is available, approachable and accessible to
colleagues. Shares skills, experience and knowledge with others. Introduces
contacts from the professionals personal network that may be able to help
further. Activities may include, but are not limited to, presenting, written and
verbal communication, teaming, sharing of knowledge and other forms of give
back.
This attribute may be observed through day to day or occasional interaction with
the individual, the feedback from others, written communication and engagement
of the individual within their professional team.
Breadth and depth of technical experience
Recognised by other professionals for technical expertise and accomplishments.
Greater reputation is measured by the extent to which the professional is known
beyond their business unit (and potentially beyond their company) for technical
advancements in their area(s) of expertise, and their ability to assemble complex
innovative solutions encompassing multiple technologies. Recognition outside of
their company in areas of emerging technology is exceptional performance.
Actively shares expertise
Is known as the 'go to' expert for a given technical area. Has a substantial and
varied list of active mentees. Publishes intellectual capital using different media,
both internally and externally. Typical behaviours could include some of: proactive in social networking media streams (blogging, tweeting, podcasts,
webcasts, ...); participation in conferences/major technical events (not merely an
attendee); contributes to books, technical journals, white-papers, technical
knowledge repositories, etc.; has links with academia and industry bodies.
Spans business and technical
Understands the context of their technical role both relating to clients and within
the company organisation and is able to manage the conflicts that can arise
between technical and business areas. Is able to communicate with a range of
people with different background using the appropriate language, both in terms of
understanding business concepts and being able to articulate the impact of
technology on the business. Does not consider a technical solution in isolation to
the business requirements or take a purist view that ignores commercial reality.
Catalyst for technical change
Has demonstrated their ability to identify opportunities for enhancement of
products, services and processes based on current client requirements and future
trends. Is able to articulate the value of these changes so as to motivate active
participation from stakeholders in both the company and the client. Is able to
effectively balance the risk and value of the change. Has proven the ability to
positively affect the technical strategy for company or the client.
An effective communicator
Exploits and is competent across a range of communications methods: verbal
(presentation, discussion, 1 -1) and written (formal e.g. RFI/RFP, informal e.g.
blogs, twitter). Irrespective of the mode of communication they get their point
across with clarity and appropriate brevity, and are able to adapt the style to
span different audience types i.e. business executives, through to IT executives
and management to technicians and architects. When presenting they stimulate
interest and participation from the audience rather than preach. Willing to grasp
the new communication methods open to them and exploit them effectively.
Understand own weaknesses
The leader is open, honest and up front about their limitations in competencies
and experiences. Is very self aware and is willing to adapt to the situations.
Actively, identifies gaps and identifies where improvements are needed within in
the team. Uses a range of verification and diagnostic techniques to avoid being
overextended.
Commands respect
Through an effective combination of experience, situation insight and interpersonal skills, the technical leader is able to a earn the respect amongst the
team. The leader is able to build trust and command respect without the
intervention of management or of being in a position of organisational authority.
They are able to adapt the means by which respect is earned depending on the
situation, for example using their personal knowledge, critical questioning,
summarising/clarifying or draw insight from their network of experts. The leader
must have a acute awareness of the personal capabilities of colleagues/team
members so as not to threaten or overpower the team. In addition must ensure
that each member contributes effectively.
Proven track record
Worked on a number of assignments where they have added value and made a
significant contribution such as ensuring the work is delivered on time and to
budget and is technically successful. That execution track record is recognised by
colleagues and company and results in consistently being asked to join
assignments. They are popular and in demand because of their reputation to
make things happen.
Effectively using a network
Uses a network of contacts to deliver results, actively shares their network with
other professionals and grows their network to keep it alive. Is able to effectively
draw upon expertise and resources to achieve significant successful outcomes
beyond immediate areas of expertise. The network must be sustained and
developed over a period of time.
Facilitates access to the right people in their network for other professionals.
Merely knowing people who might be able to help is insufficient: the professional
takes a degree of ownership and responsibility for ensuring that their network is
available with a positive impact, in line with expectations. Passing someone on to
a succession of people is not effective.
Can be found
Ensures that their skills and assets are visible to the community who would value
most. Use a number of techniques to make their skill visible such as completion
of bluepages profile, easily contactable over Sametime and phone, visible
contributor to specialist communities such as WIKIs and communities of practice.
Has provocative technical viewpoints
The ability to have a viewpoint on any technical subject which is both insightful
and engaging to others, delivered in such a way that shows enthusiasm for their
viewpoint and a passion for the subject. Imparts views on a technical subject that
both stimulates further thoughts and discussion and excites the conversation.
Through everyday communication with others including environments such as
presentations, meetings, both face to face and virtual, and hallway discussions.
This can be measured through feedback from others and can be gained through
direct observation both verbally and written.
Business acumen
Possesses a firm understanding of the wider business landscape, how it's
changing, the key players and potential threats from competition. Understands
the financial mechanics behind a successful, profitable organisation. Has strong
'client insight' for immediate customer base. Can add value/influence nontechnical discussions (eg. sales, finance, marketing, ...). Is therefore able to
quickly exercise good judgment to make shrewd decisions that are in the best
interests of the wider business. Examples could include: can identify opportunities
in the market for our technology, can determine how our technology can be used
to influence/change the market, and can assert how to react to potential threats
from the competition. Ultimately, drives growth of the the business.
Client Insight
Is aware of the clients organisation, culture and politics and the impact of this on
the relationship with the client. Knows the key decision makers and how to
influence them. Applies this insight also within company when other divisions take
the role of a client. Does not make unwarranted assumptions about a client based
on other companies or situations.
Commitment to succeed
Strong desire to achieve. Stays focussed. Good problem solver - expertly
navigates around obstacles. 'Makes it happen'. Puts in as much additional
time/effort as necessary to ensure high-quality results. Is therefore known as
having a 'can do' attitude.
Inclusive and collaborative
Seeks the opinion and involvement of others to ensure the right team is engaged
and that people are given the opportunity to grow their experience and stretch
themselves. Is willing to spend time to ensure the task at hand is clear and that
members of the team are comfortable and understand the context and
importance of their work. Does not belittle others contributions or act in a way
that makes other fearful of expressing their opinion.
Has courage of their convictions
Has the ability to present a case and argue for a decision which may be against
the views of the majority. Is able to hold on what they think are core values and
principles. Able to publicly voice them and defend them consistently over a period
of time.
Takes responsibility
Known pro-actively to step up to any challenge and take it forward. Is not afraid
of difficult issues and technically complex situations and will drive through a
solution rather than sit back and watch others wrestle with the problem. Having
taken responsibility they will see a challenge through to a successful conclusion or
ensure it is handed off to the right team or colleague to complete it. Never shirks
from a task and is known by senior management or colleagues to be a good
person to make things happen.
Passionate
A technical leader should have the ability to not only motivate themselves, but
also more importantly get the team excited on a common purpose and a
compelling vision. Has an innate passion for the company and its future. Work
related passion is palpable, and in an instant, the leader motivates everyone
around with positive energy and common sense of purpose to reach the goal.
22.Finger on the pulse
Is always up to date on the latest developments in technology, the industry, the
client and the project. Knows who is working on which initiatives to the extent
that introductions can be made for mutual value. Is able to keep an overall
mental map of what is going on and facilitates connections between activities.
The leader is effective in sharing their knowledge/information in a enthusiastic
manner, that does not try to undermine the position of others.
Ethical
Acts with honesty and integrity at all times and always operates within company
policies, standards and procedures. Is a responsible leader who is accurate,
rigorous and respects confidentiality both internally and with clients. Is known as
a trusted advisor who acts as the technical conscience on an assignment and is
seen by others as able to do the right thing in the right way.
Able to get to the heart of the matter
Has experiences that can be used to assess the current situation and then able to
see the cause-effect linkage to identify the critical elements. Is able to
understand business, process, project, technology, behavioural and cultural
aspects to develop effective hypotheses that rapidly aid the identification of
critical elements. Draws on a network of experts that complement personal
experience to plug any gaps. Does not get drawn into technical details that are
irrelevant to the situation at hand.
Influences
Has a proven track record of being able to influence at all levels without explicit
positional authority. Has experience in a range of techniques for influencing:
individual experts, project direction/decisions, programmes, strategic initiatives,
and visions. Is able to influence through direct intervention or through others. Is
able to influence through verbal and written mediums. Is able to understand the
motivations, levers and conflict such that the influence technique most likely to
succeed is chosen. Specifically understands thinking styles and models and is able
to effectively use them to exercise influence. In contrast poor influence is where
their recommendations are often ignored, or changed rapidly. In addition, is able
to maintain or enhance relationships through the influencing.