7 key benchmarking elements of effective leadership

The 7 key benchmarking elements of effective leadership © Jay Hedley | The Coaching Room 2009 page 1 of 5

The 7 key benchmarking elements of leadership performance improvement – how do you benchmark?

JAY HEDLEY

The Coaching Room

January 2009


"HE WHO THINKETH HE IS A LEADER BUT HATH NO FOLLOWERS IS JUST TAKING A WALK".

John Maxwell from the book ‘Developing the Leader Within You’.

Just for a moment, step back and think about your organisation and ask yourself the following questions:

Do you have "leaders" within your organisation? Would you rate them as good leaders? How do you know if they are or they aren’t good leaders?

Do you benchmark "leadership" within your team, group and/or organisation? If so, how? If not, how do you measure yourself – your colleagues or subordinates as leaders? How do you identify emerging leaders within your team, group or organisation?

Below we have set forth the criteria that can be coached to (on a scale of zero to five), as key traits and behaviours for leadership performance improvement.

Th e B e i n g C r i t e r i a . T hi s r e l a te s w h o y o u a re be i n g as a l e a de r . Eac h of

the se e l e m e nts o f t he be i ng c r i te r i a ha ve a be nc h ma r ke d be ha v i o u ra l

s ca l e o f ze r o ( i ne f f e c t i ve ) t o f i ve ( e f f e c t i ve ) .

1. Authenticity: being and acting from one's true self without masks and personas

2. Integrity: being as good as one's word, impeccably honest and fair-minded

3. Congruence: applying the organisation's principles etc. to self, so that one walks the talk

Th e D o i n g C r i t e r i a : T hi s r e l a te s w ha t y o u a re d o i ng as a l e a de r . E ac h of

the se e l e m e nts o f t he be i ng c r i te r i a ha ve a be nc h ma r ke d be ha v i o u ra l

s ca l e o f ze r o ( i ne f f e c t i ve ) t o f i ve ( e f f e c t i ve ) .

1. Contributing: giving of oneself to others, serving from the organisation's principles and values

2. Collaborating: operating as a team player, co-operating with others, seeking input from others to facilitate outcomes and objectives

3. Pioneering: leading out into new areas

4. Communicating: sharing and disclosing in ways that are clear, precise, succinct, engaging, and compelling


DEFINITION AND BENCHMARKING CRITERIA FOR THE BEING CRITERIA “INTEGRITY”

So why not go ahead, read the definitions below, reflect on them for a while and with as much truthfulness and examples of behaviours as you can think of, score yourself on the scale?

Definition:

Integrity speaks first about being whole and integrated which immediately leads to a forthright and honest presentation of self. When a person has integrity, there is an honesty and reliability in the person so that the person will do what he or she says.

Integrity means making promises and keeping them: it means honouring the words we utter and not breaking our commitments.

Integrity leads people to typically do whatever it takes to come through with one's word and that when we cannot, we immediately communicate that, apologise quickly, and make whatever amends seem appropriate.

Integrity also refers to telling the truth even when it's difficult. It means living one's life as an open book without a lot of secrets or cover-ups. Several of the pathways to integrity are making one accountable to others, receiving and integrating feedback and staying in an environment where we can be available for such.

The opposite is being dishonest, lacking the strength of character to tell the truth and to be fair.


BENCHMARKS (5 SCORES HIGHEST AND 0 SCORES LOWEST)

5. Comes through on promises even at great cost (financial, time, energy)

4. Lifestyle and actions show strong and consistent congruency with one’s words and actions. Quickly making amends or communicating about problems when cannot come through on a promise

3. Mostly doing and acting on what one says or presents (75%). Mostly open to correction and feedback, making amends.

2. Coming through with some of what one says, acknowledging misalignment between words and actions. Sometimes making excuses, getting defensive

1. Saying that one wants to come through on a promise or idea, but evidencing little to no behaviours that match those words. Breaking agreements without making it open and explicit

0. Behaviours that show no relationship to promises, commitments or words. No mention of the difference between words and actions. Lies, deceptions, presenting oneself in ways that do not fit with reality

Note: it takes a score of at least 3 or more for anyone to start to truly follow you, based on your integrity.

S o me e x a mpl e s o f ‘ I n te g r i ty ’ c o ac h i n g q ue s t i o ns t ha t y o u c a n f u r t he r

re f l e c t up o n :

• Are you as good as your word? How do you know?

• Do you come through with what you say you will do? When?

• Can people trust you, depend on you?

• Do you receive feedback graciously and seek to use it?

• Do people have any basic integrity issues with you?


FAQ ON THE "LEADERSHIP" COACHING PROCESS:

Q . H o w ma ny l e a de rs h i p -c oa c h i ng se s s i o ns a re n e e de d?

A. The initial coaching program usually runs over 8 sessions, usually over a 4-6 month period.

Q . W hat ha pp e n s du r i n g t he se ss i o n s ?

A. In the initial session, the coach and coachee look at all 7 (being and doing) “Leadership" criteria. The coach & coachee work through each one individually, to measure where the coachee "is" in relation to the "Leadership" benchmark; this elicits a benchmark score. KPI’s and priorities are agreed for complete program. Each session is then conducted with the coach working with the coachee on competencies required to facilitating change in the coachee according to the pre agreed KPIs and priorities.

Q . H o w i s a n i nd i v i d u a l as se sse d?

A. The individual is assessed across all "Leadership" criteria, on the benchmark scale. The coach and Coachee benchmarking (from 0 to 5) specific behaviors, attitudes and beliefs that evidence the "leadership" criterion, enabling the coach to measure or compare the leader, then to coach the leader to specific tangible leadership (development) goals and objectives.

OUR LEADERSHIP PERFORMANCE IMPROVEMENT COACHING PROGRAMS

In our programs the coach and the leader discuss the benchmarks and the behaviours the leader could change. Initially, we focus on one-two key areas for change. This helps ensure maximum attention is paid to the most important behaviours and traits.

If the leader has taken the process seriously, stakeholders almost invariably report transformational improvement.

We also use a variety of 360 degree feedback assesments to measure and facilitate not only the leader’s personal change, but the environmental (organisational) changes required for organisational effectiveness to improve at the same time..

We passionately believe organisations should not just wait for men and women with the ability to exhibit these special traits and qualities to arrive or even worse leave the organisation, but should intentionally plan to facilitate this kind of leadership development in their people.

CONTACT US

For more information on our Leadership Coaching and Development programs call 1300 858 089 or email us at [email protected]

7 key benchmarking elements of effective leadership

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