Are You a Highly Engaged Leader?

My one-to-ones happen on a regular cadence and my team members come to the meeting with their own agenda and updates. I do not cancel or defer these important meetings. I use this time to coach, mentor or teach the team members depending on their level of knowledge and performance. I ask thoughtful, open-ended questions to inspire problem solving and solutions on their own.

I have a system in place for attracting a regular flow of high caliber candidates in addition to advertising outside of sourcing from the HR Department. I also have a process in place for interviewing in my department. Interview questions are pre-determined for each role, so each candidate answers the same questions. Lastly, we have a system in place for weeding out unqualified/non-committed applicants prior to the interview or before the hiring phase (e.g. related assignment, project, case study, test, etc.).

I delegate thoughtfully and with the team member’s future career development in mind. My expectations are crystal clear, and my team knows what success looks like within each area I delegate. My process fosters autonomy and independence on the part of the team member taking on the assignment, and because of this, people tend to deliver on their promises. If, however, someone on my team is new or new to the task, I offer a great deal more support and handholding.

My meetings start on time and end on time—every time. My meetings are not just check-ins for each person/department as I know that causes people to mentally check out, making the meeting counterproductive. My team meetings nearly always have an educational component—even if it is only for a small part of the meeting. Not only is there an agenda, but I have a method for keeping us on track; tangents are highly discouraged. I am focused and fully present during my meetings and I insist that my team is as well.

We have a solid system for onboarding new employees in my area from Day 1 because I know that engagement is critical to retention. New hires feel welcome, have a planned schedule of learning and onboarding (outside of what HR provides), and are set up for success. This process is in writing.

Our company vision is clear to team members, and that vision is part of the ongoing dialogue with my team. My leadership within the organization is consistent with our company values and culture. Our company vision and values are part of the ongoing dialogue we have when making decisions on my team.

For members of my team who lead a team themselves, I spend time understanding how they lead and how engaged they are with their own team. We have discussed and debriefed their leadership style and approach, and I am an active participant in supporting them as rising leaders in this organization.

I take focused time at least weekly to plan ahead, strategize, prepare for key meetings, and review my schedule and calendar. I block out all notifications and interruptions when working on important tasks so that I can focus and finish. I also schedule time to think and process.

I manage my time very well. While I always have a lot to do, I have a handle on my work, my priorities and deadlines. I am a boundary setter and am very protective of my time and my team’s time. I have strategies so that I may focus and get work done, and I am good about scheduling time with my team and keeping those time promises. I negotiate deadlines up front and once agreed upon, I do not miss them.

I believe that clarity is kindness in both written and verbal communication. I have my own authentic communication style; however, the people I am communicating with receive clear and unambiguous messaging from me. I am able to get to the point without being overly explanatory or too direct. I have found an effective way to give corrective feedback to my team and do my best to foster an environment of feedback by seeking it out myself. I am more on the assertive side rather than being passive or aggressive in my style of communication.

I understand that stress can dramatically impact how I come across to my team. I know how important it is that I find ways to manage ongoing and even increasing levels of stress in my job. I take measures to avoid burnout such as taking adequate time off, setting some form of “work hours” for myself, and protecting my time so that I can both focus and recover. I also communicate what I need to the team and to my bosses, and I do my best to create an environment for myself that is healthy, even if we are in the middle of a big push or project.

I am highly engaged with my team. Even though I have my own work to complete, and my team often has no idea of the level of stress I contend with, I still make myself available to listen and engage with them. I am aware of the rhythm of how our business works and I work this to my advantage so that I can offer availability and access when they may need it but also get my own work and meetings handled. Even though I am fully engaged, I still foster an environment of independence amongst my team, and I do not micromanage them or encourage them to become completely dependent on me for answers.