Success Checks are intended to help you and your management team to assess key areas of your organization. They are designed as a “To Do” or “To Delegate,” depending upon the organizational structure of your company. To ensure your company’s success, we recommend that you give yourself — or the key exec who handles this — a deadline for checking out and reporting on these issues.
Are key members of your staff carefully guarding their hard-won knowledge? Are they doing so in an effort to become indispensable?
If so, your organization is vulnerable. That staff member may leave and take the knowledge with them, or hold you hostage to his or her wants and needs. It’s dangerous to have one person holding unique knowledge in a business. Also, if he or she is promoted, there is no successor waiting in the wings.
Creating a “coaching culture” is the best way to ensure that your organization is sharing the wealth of knowledge you have so painstakingly amassed. It also ensures that each of your valuable employees is on a path of professional growth.
Why is this issue important to your company?
Developing coaches can help raise productivity levels in your company, and it can provide a new generation of leaders.
What is the CEO’s role in this process?
The CEO should be modeling the coaching behavior that he or she expects of others.
First, the CEO should candidly respond to the Coaching Self-Analysis questionnaire. Then he or she should share the results with key executives or managers. This models the “sharing strengths and weaknesses” behavior of a good leader.
Second, the CEO should ask direct reports to fill out the questionnaire for themselves and create a plan to further develop their coaching/leadership skills.
Who should be the project leader, and what is his or her role?
The CEO should “jumpstart” this process, then expect it to cascade within the organization. Each member of the executive team should perform the Coaching Self-Analysis, then they should hand it off to their supervisors, and so on.
What are the steps involved in conducting this checklist?
- The CEO prints and fills out the Coaching Self-Analysis questionnaire, and meets with direct reports to discuss it.
- The CEO develops a priority or priorities based on the results from the questionnaire, and shares it with his or her direct reports.
- Each of the CEO’s direct reports fills out the Coaching Self-Analysis questionnaire. Results can be discussed individually with the CEO — or, if here is a team-based culture within the organization, results can be discussed within the team.
- The Coaching Self-Analysis questionnaire is “cascaded” within the organization so that individuals in each department get a chance to respond to it and create a plan for improvement and change.
- Follow-up should be built into the “self-improvement” discussions. If the organization is not team-based, each respondent should plan to meet within three months to discuss progress on the goals set forth in the plan. If the organization is team-based, a “buddy system” can be devised so that people check in monthly — encouraging one another on their progress.
Clare Novak is a Vistage Chair who founded Novak and Associates in 1994. She is an international performance consultant whose career spans over 15 years’ outstanding achievement in staff and organizational development. An expert in assessing needs and facilitating the most effective interventions, she focuses on the four organizational levels: business, performance, work environment and training goals.