Using Personality Tests for Solving Business Problems

by Inscape Publishing
WORK OF LEADERS
PROFILE
A S S E S S M E N T T O A C T I O N .
Erol Bozkurt
Wednesday, September 26, 2012
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Reproduction in any form, in whole or in part, is prohibited. Erol Bozkurt 2
Welcome to Work of Leaders
Everything DiSC Work of Leaders
®
Everything DiSC Work of Leaders®
provides a simple, compelling process that helps leaders get real results. The
program improves self-awareness in key areas that will help you get better outcomes in your role as a leader.
Introduction to Work of Leaders
Where did Work of Leaders come from? This
program is based on a four-year development effort
that began by analyzing and distilling the work of
leadership researchers from the last three decades.
With the help of 300 subject matter experts from
more than 150 organizations, we identified a specific
set of leadership best practices.
How do we define leadership? Work of Leaders
approaches leadership as a one-to-many
relationship, as opposed to the one-to-one
relationship of management.
How does leadership connect to DiSC
®
? Your
DiSC style influences how you approach each of the
steps of the process. DiSC doesn’t imply that you can
or can’t do any of the steps. It simply tells you how
much energy will be required to do the different
aspects of each step.
How is this different from other DiSC profiles?
Unlike other DiSC reports, which emphasize
understanding the differences between people, Work
of Leaders focuses on understanding how your
tendencies influence your effectiveness in specific
leadership situations.
Cornerstone Principles of
Work of Leaders
Work of Leaders focuses on tangible steps
directed at leading a group or organization
toward desired outcomes
The concepts in this report are relevant for
leaders at all levels
Your leadership is influenced by a variety of
factors such as character, life experiences,
cognitive abilities, and maturity
All four DiSC styles contribute to
leadership success, and most likely your
strengths reflect your own DiSC style
Your report focuses on developing preferred
behaviors that are based on best practices
The best practices are context specific, so
the preferred behaviors will change depending
on the needs of the situation
Work of Leaders: Vision, Alignment, and Execution
Work of Leaders provides a simple, three-step process to help you reflect on how you approach the most
fundamental work of leaders: Creating a Vision, building Alignment around that vision, and championing
Execution of the vision.
VISION ALIGNMENT EXECUTION
The work of leaders includes
crafting a vision of new possibilities
for the future through exploration,
boldness, and testing
assumptions.
Leaders build alignment by
communicating with clarity,
engaging in dialogue, and
providing inspiration, so everyone
is moving in the same direction.
Finally, leaders need to champion
execution through momentum,
structure, and feedback, to enable
the group to capitalize on its talents
while making the vision a reality.

Your DiSC®
Style Your DiSC®
Leadership Style
®
Erol, the picture below shows your Everything DiSC
®
Leadership Map. Your dot location shows your DiSC
®
style. Because your dot is in the D region, this is your primary style. However, your dot is located near the line
dividing the D and i regions, so i is your secondary style, and you also have many characteristics associated with
this region.
The eight words around the map represent the leadership priorities of the styles. When we talk about priorities,
we mean the primary areas where leaders focus their energy. The three priorities that are closest to your dot are
the top priorities of your DiSC style.
Your Style: Di
Primary Style: D
Secondary Style: i
Your Leadership Map
The position of your dot shows that you are strongly inclined toward the Di style. Because your dot is very close
to the edge of the circle, it’s also quite close to the priorities of being Pioneering, Commanding, and Energizing.
Therefore, these things are probably highly important to you.
On the other hand, the priorities of being Humble, Inclusive, and Deliberate are pretty far away from your dot. So,
if you have to choose between being Humble and being Pioneering, the choice will probably be clear: you’ll
usually choose Pioneering because it’s much closer to your dot.
Note that the map shading also illustrates how inclined you are to use each style. The more of the region that is
shaded, the more likely you are to show characteristics of that style.
D

Overview of the DiSC®
Styles Your DiSC®
Leadership Style
®
The graphic below provides a snapshot of the four basic DiSC
®
styles. Keep in mind that while everyone is a
blend of all four styles, most people tend most strongly toward one or two styles.
D: Dominance
Priorities: being commanding, being
pioneering, being resolute
Motivated by: power and authority,
competition, winning, success
Fears: loss of control, being taken
advantage of, vulnerability
You will notice: self-
confidence, directness,
forcefulness, risk-taking
Limitations: lack of
concern for others,
impatience,
insensitivity
i: Influence
Priorities: being energizing, being
pioneering, being affirming
Motivated by: social recognition, group
activities, friendly relationships
Fears: social rejection, disapproval, loss
of influence, being ignored
You will notice: charm,
enthusiasm, sociability,
optimism, talkativeness
Limitations:
impulsiveness,
disorganization, lack of
follow-through
C: Conscientiousness
Priorities: being deliberate,
being humble, being resolute
Motivated by: opportunities to
use expertise or gain
knowledge, attention to quality
Fears: criticism, slipshod methods,
being wrong
You will notice: precision, analysis,
skepticism, reserve, quiet
Limitations: overly critical, tendency to
overanalyze, isolates self
S: Steadiness
Priorities: being inclusive,
being humble, being affirming
Motivated by: stable environments,
sincere appreciation, cooperation,
opportunities to help
Fears: loss of stability, change, loss of
harmony, offending others
You will notice: patience, team player,
calm approach, good listener, humility
Limitations: overly accommodating,
tendency to avoid change, indecisiveness
Active
Fast-paced
Assertive
Dynamic
Bold
Accepting
People-focused
Empathizing
Receptive
Agreeable
Thoughtful
Moderate-Paced
Calm
Methodical
Careful
Questioning
Logic-Focused
Objective
Skeptical
Challenging

Your Leadership Priorities Your DiSC®
Leadership Style
®
Your DiSC
®
style can say a great deal about what aspects
of the job you see as most important, and it can influence
how you interact with your colleagues.
Overall, your top leadership priorities are being
Pioneering, Commanding, and Energizing. This means
that you’re probably a bold leader who looks for exciting
new opportunities. Others might describe you as
passionate, enterprising, and driven. Most likely, you push
yourself to achieve ambitious goals, and you’re usually
able to rally others to get on board.
What Priorities Shape Your
Leadership Experience?
) Being Pioneering
Erol, leaders with your Di style are attracted to bold ideas that stretch the boundaries of what’s possible. In fact,
you tend to be much more adventurous and daring than most people, and you probably like to jump on
opportunities to explore new avenues for growth. As a result, you don’t spend too much time reviewing details.
You make decisions quickly, and you may overlook important considerations in your drive to move forward.
Because you’re eager to advance your ideas, you may become impatient with red tape or cautious people.
) Being Commanding
As a leader who values achievement, you set ambitious goals that will yield the biggest payoff for your effort. In
fact, you may be so impatient for immediate results that you can come across as demanding at times. And
because you have a strong internal drive, taking charge and maintaining control are probably important to you.
While your intensity and confidence may sometimes be intimidating for those who are more reserved, you’re
probably also quick to share your victories with others.
) Being Energizing
Leaders with your Di style have a dynamic and enthusiastic approach to their work. Even in the face of obstacles,
you’re unlikely to let your momentum lag. Because you tend to be passionate and self-assured, you’re probably
quite persuasive and enjoy rallying others to achieve group goals. Your dynamic and positive approach lets
people know that you are confident that they can contribute to the team effort. Furthermore, your outgoing nature
probably means you have a knack for connecting the group to resources and opportunities through networking.
D

Your Leadership Style Overview Your DiSC®
Leadership Style
®
Your DiSC Style: Di
Personalize your feedback by putting a next to things that are like you, an X next to items that are not like you,
and a ? next to things you aren’t sure about.
Vision
Erol, like other leaders with your Di style, you tend to see daring ideas as an essential aspect of a strong
leadership vision. Because you want to stretch the boundaries of what is possible, you often pursue opportunities
that others might reject as too uncertain. Most likely, you are a high-energy leader who looks at creating a vision
as an adventure.
Being a big-picture thinker also has an impact on how you develop a vision. You’re willing to explore the broader
scope of how everything fits together, and you’re able to envision what might be possible in the future. When you
pick up on trends and identify underlying patterns, you’re more likely to develop a vision that fits the needs of your
team or organization.
In addition, you take the time to explore implications when developing a vision. You check your facts and make
sure that your assumptions match reality. And because you focus on being well informed, you increase the
chances that the vision will lead to the results you expect.
Alignment
You tend to be expressive, which is typical of leaders with your Di style. When you’re working to gain alignment,
your energetic approach probably catches people’s attention. Because you tend to be persuasive and sociable,
you may be effective at creating a positive group dynamic and getting people fired up.
Furthermore, your tendency to explain the rationale behind your ideas probably helps you communicate clearly
with others. Most likely, you lay out your points carefully, and others probably appreciate that they can follow your
train of thought. When you need to get people on board, this approach can be highly effective.
Your structured communication style also has an impact on how effectively you’re able to gain alignment. You
probably organize your thoughts and develop your message ahead of time, which increases the likelihood that
people will understand you. Your ability to get to the point and stay on topic is a great asset when it comes to
communicating with clarity.
Execution
True to your Di style, you tend to be quite driven, and this can help you create a sense of momentum for those
around you. Most likely, you prefer to maintain a brisk pace, and you probably expect the same of others. People
in your group may feel more compelled to push toward results when they see you setting the example.
You also have a tendency to do in-depth analysis, and this may help you create the structure people need to
effectively execute a vision. You take the time to dig into messy, complex issues and find the real root causes of
problems. As a result, you’re much more likely to create systems and procedures that work as well in the long
term as they do in the short term.
You like to initiate action, and this also has an impact on how effectively your group executes its plans. Because
you’re proactive, you probably model a sense of urgency for those around you. As a result, others may also be
more likely to take the initiative rather than simply react.

Vision, Alignment, and Execution Work of Leaders
®
How the Process Works
Three steps: Vision, Alignment, and Execution
Three drivers for each step (e.g., Exploration, Boldness, Testing Assumptions)
Two behavioral continua for each driver (e.g., Remaining Open, Prioritizing the Big Picture)
Crafting a
VISION
Building
ALIGNMENT
around that Vision
Bringing it to life by
championing
EXECUTION
Exploration Clarity Momentum
Remaining Open Explaining Rationale Being Driven
Prioritizing the Big Picture Structuring Messages Initiating Action
Boldness Dialogue Structure
Being Adventurous Exchanging Perspectives Providing a Plan
Speaking Out Being Receptive Analyzing In-Depth
Testing Assumptions Inspiration Feedback
Seeking Counsel Being Expressive Addressing Problems
Exploring Implications Being Encouraging Offering Praise

What Do We Mean by “Vision?” Work of Leaders: Vision
®
VISION is an IMAGINED FUTURE CONDITION for the organization or team.
At any level of leadership, a vision is a
condition that is imagined—a future
state in which the organization or team
creates something of unquestionable
value, serves customers in unparalleled
fashion, or reinvents the way it does
business.
A well-crafted vision is broader in scope than a typical goal. For
example, a goal might be: “Sell 20 million widgets this year.”
Whereas, a vision is: “Be the world leader in widgets while
maintaining the highest safety standards in the industry.”
The terms “vision,” “mission,” “goals,” and “values” are
sometimes used interchangeably. However, in the context of this
report, we will focus our discussion around the term “vision.”
VISION is important because:
It expands assumptions about
what can be done.
It provides purpose for
organizations, teams, and
individuals (including the leader).
It drives the development of
specific, vision-supporting goals.
It unifies people.
LEADERS AT ALL LEVELS help craft the VISION.
While we think of vision as coming from
the top down, crafting a vision is ideally
a shared process that combines
contributions from leaders at all levels.
While visions may seem to spring full-
blown from one person’s head, they are
generally the result of ongoing efforts
over a period of time by a larger group.
While the CEO may be responsible for the overall vision, each
leader within the organization needs to define a vision for their
group that supports the main vision.
For example, the CEO’s vision for the organization may be, “Our
company will shift from domestic leader in the industry to
international leader in the industry within five years.”
A customer service manager within the same company might
have the following supportive vision: “Our customer service will
grow to offer 24 hour support in six major languages in the next
three years.”
Now that you have a better idea of what we mean by vision, let’s look at each of the three drivers of vision:
Exploration, Boldness, and Testing Assumptions.

Vision > Exploration Work of Leaders: Vision
®
How Exploration Drives Vision
Although a great vision often sounds simple and elegant, a good deal of
effort and insight has usually gone into developing it. There is a
discipline to exploring new ideas that involves thinking at a big-picture
level. It also involves resisting the temptation to choose the “right” idea
too quickly.
Leaders need to be intentional about exploring new directions.
It may help to suspend judgment and consider a variety of ideas.
Exploration involves giving oneself the time to weigh options.
Vision > Exploration > Remaining Open and Prioritizing the Big Picture
When we talk about driving a vision by exploring, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to remain open, and others seek closure.
Also, some leaders prioritize the big picture, while others prioritize the details. In the context of exploration, the
behaviors on the right-hand side of these scales are leadership best practices. Any movement toward remaining
open and prioritizing the big picture will help when exploring a vision.
Seek Closure Remain Open
Erol, you probably like to remain open and unstructured. This can pose some leadership challenges, but when it
comes to creating a vision, your tendency to avoid locking in on one idea too quickly is a real benefit. You don’t
need to fully understand how an idea could be executed to explore and appreciate it. Rather, you continue to
develop the concept and gain understanding of the logistics as you go. Because you don’t rush for closure, you’re
less likely to settle on a less than ideal solution, and this willingness to explore often leads to a solid vision.
Prioritize Details
Prioritize Big
Picture
You tend to focus more on the big picture than on the details. This means that you think broadly about how
everything fits together rather than concentrating on individual elements. This perspective allows you to better
understand the relationships among different ideas and goals. When it comes to exploration, you are well
equipped to see where a particular course might lead in the future or how new ideas might fit into current plans.
Further, when you embrace a big-picture view, you are more likely to notice when outdated assumptions or
practices are hindering your team or organization.
Since you see yourself as open and big-picture focused, you may already be doing a good job of exploring new
ideas to create a vision.
You
You

Vision > Boldness Work of Leaders: Vision
®
How Boldness Drives Vision
Creating a bold vision doesn’t necessarily mean doing something on a
big scale. But it does mean that the leader has a willingness to go out
on a limb to champion bold new directions. Great leaders stretch the
boundaries of what seems possible and challenge people to rise to the
occasion.
Leaders don’t make a big impact without being a little adventurous.
People look to leaders for a compelling vision that excites them.
Every great accomplishment begins with a bold idea.
Vision > Boldness > Being Adventurous and Speaking Out
When we talk about driving a vision with boldness, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to be adventurous, and others are more
cautious. Also, some leaders aren’t afraid to speak out with their bold ideas, while others tend to hold back. In the
context of boldness, the behaviors on the right-hand side of these scales are leadership best practices. Any
movement toward being adventurous and speaking out will help when creating a bold vision.
Cautious Adventurous
Erol, you tend to focus more on the potential benefits of taking a chance than on the possibility of failure. Most
likely, your confidence in your team allows you to act, even when it’s not clear how you will reach a successful
outcome. Even if you occasionally fall short, creating a bold vision positions your group to grow and stay
competitive. Others probably appreciate your sense of adventure and your confidence that your group will be able
to overcome obstacles along the way.
Hold Back Speak Out
You’re usually ready to speak out, particularly when you feel that you have something important to say. Because
you’re willing to take chances socially and put your credibility on the line, you’re likely to speak up about your
ideas, even if some people may not agree with you. Your willingness to go out on a limb probably helps create a
culture where others feel comfortable suggesting unconventional ideas as well. When crafting a vision, this quality
no doubt helps you push toward new directions.
Since you see yourself as adventurous and willing to speak out, you may already be doing a good job of creating
a bold vision.
You
You

Vision > Testing Assumptions Work of Leaders: Vision
®
How Testing Assumptions Drives Vision
Creating a vision requires exploring ideas and being bold, but it’s also
crucial that the vision be grounded. Leaders can test their assumptions
through several means, including seeking the advice of others and doing
more formal research. This is not about looking for support, but instead is
about soliciting objective input and surfacing potential problems.
Leaders need to look beyond their own thinking to test assumptions.
It’s important to recognize obstacles when developing a vision.
Consider a variety of methods in checking your hypotheses.
Vision > Testing Assumptions > Seeking Counsel and Exploring Implications
When we talk about driving a vision by testing assumptions, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to seek counsel, and others like to decide
independently. Also, some leaders focus on exploring implications, while others prefer to push forward. In the
context of testing assumptions, the behaviors on the right-hand side of these scales are leadership best practices.
Any movement toward seeking counsel and exploring implications will help when it’s time to evaluate the vision.
Decide
Independently
Seek Counsel
Erol, you may occasionally check in with people whose opinions you respect when you’re faced with a major
decision. You also may look to others for guidance when you’re feeling particularly indecisive or are facing an issue
on which you have little expertise. However, you may not make a regular practice of seeking counsel before making
decisions. As a consequence, you may sometimes pass up opportunities to understand different perspectives as you
check your assumptions.
Push Forward
Explore
Implications
You are inclined to explore the implications of a vision carefully and to do the evaluation necessary to test your
assumptions. Leaders like you recognize that even when you are eager to move quickly, it’s important to do your
homework to make sure that everything adds up. By taking the time to examine your ideas, you ensure that the
vision aligns with your organization’s mission and that your assumptions about what might be possible are in line with
reality.
Since you see yourself as having a tendency to explore implications but only moderately inclined to seek counsel,
you may need to do a better job of reaching out to others as you create a vision.
You
You

What Do We Mean by “Alignment?” Work of Leaders: Alignment
®
ALIGNMENT is GAINING BUY-IN from the organization and your team.
Alignment refers to the act of getting buy-in for the vision from everyone who will have a role in making it a
reality. Alignment ensures that people are on the same page, both from a task and an emotional perspective.
Alignment requires ongoing one-way and two-way communication. In fact, the failure of a vision, no matter
when it happens, can often have more to do with a lack of alignment than with the strength of the vision or the
efficiency of execution.
Too often, leaders treat alignment as something to check off a to-do list. In reality, alignment is a dynamic,
ongoing process that requires the leader to continually monitor and realign as conditions and needs change.
ALIGNMENT is important because:
It sets the stage by proposing a
plan for effective implementation.
It provides a forum for questions
and concerns.
It brings people together behind
the vision.
It generates excitement for the
vision.
ALIGNMENT is for LEADERS AT ALL LEVELS
Gaining and maintaining alignment is a
critical role for leaders at all levels.
Alignment requires attention to upward,
downward, and lateral communication.
Leaders in certain positions may need to
use more time and energy to maintain
alignment at all levels.
Alignment in Your Organization
A number of structural and cultural factors can affect how you go
about creating and maintaining alignment. Consider how these
affect alignment within your organization.
Formal vs. informal communication
Face-to-face and virtual environments
Lateral and hierarchical organizational structures
Negotiating competing interests
Now that you have a better idea of what we mean by alignment, let’s look at each of the three drivers of
alignment: Clarity, Dialogue, and Inspiration.

Alignment > Clarity Work of Leaders: Alignment
®
How Clarity Drives Alignment
When communicating with others, it’s important to deliver a rational,
structured message. Some leaders have trouble translating their great
ideas into words. Others struggle to stay on topic or fail to relay the
most important points. When people don’t understand your vision, how
can you expect them to get on board?
Clear communicators explain the reasoning behind their ideas.
When people understand a message, they can more easily buy in.
Consider thinking the message through all the way to the end.
Alignment > Clarity > Explaining Rationale and Structuring Messages
When we talk about driving alignment with clarity, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to explain their rationale, and others offer
their intuition. Also, some leaders tend to deliver structured messages, while others tend to deliver impromptu
messages. In the context of clarity, the behaviors on the right-hand side of these scales are leadership best
practices. Any movement toward explaining your rationale and structuring your message will help when you need
to be clear to get people’s buy-in.
Offer Intuition Explain Rationale
Erol, you tend to explain the rationale behind your ideas, so it’s probably easy for you to convey a compelling
message when it’s time to gain others’ buy-in. People probably appreciate being able to understand your logic
and reach the same conclusion. Because you take the time to explain the data and reasoning behind the vision,
people are more likely to trust what you say and understand how your decisions are in the best interest of the
group.
Impromptu
Messaging
Structured
Messaging
You tend to structure your messages, and this probably helps you communicate a vision with clarity. You’re
intentional about how much detail to include, and you tend to keep distractions from your main message to a
minimum. Leaders with your structured communication style usually take the time to fully develop and organize
their thoughts before conveying them. Because you only include the key points and deliver them as clearly as
possible, people are more likely to understand you, and this is an important step toward gaining buy-in.
Since you see yourself as inclined to explain your rationale and structure your messages, you may already be
doing a good job of providing the clarity that others need.
You
You

Alignment > Dialogue Work of Leaders: Alignment
®
How Dialogue Drives Alignment
One of the simplest ways to get others aligned around the vision is to
engage them in a rich dialogue about the “who,” “what,” “why,” “where,”
“when,” and “how” questions. When leaders involve others in two-way
conversations like this, it not only increases buy-in, but also gives leaders
invaluable information.
Gaining alignment requires openness to others’ ideas and concerns.
People want the chance to ask questions and share their insights.
Dialogue helps leaders identify potential problems or disconnects.
Alignment > Dialogue > Exchanging Perspectives and Being Receptive
When we talk about driving alignment with dialogue, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to exchange perspectives, and others
present information. Also, some leaders tend to be receptive to input, while others tend to challenge new ideas. In
the context of dialogue, the behaviors on the right-hand side of these scales leadership are best practices. Any
movement toward exchanging perspectives and being receptive will help when creating an atmosphere of open
dialogue.
Present
Information
Exchange
Perspectives
Erol, because you tend to be more directive when communicating, you probably don’t focus on soliciting others’
opinions and input. This can be a positive thing when you need to deliver a straightforward message, but when it
comes to gaining alignment around a vision, a participatory approach is often more effective. When you
communicate the vision without inviting people to respond, they may think their perspectives or concerns don’t
matter. And if they don’t feel like they’re part of the process, engagement and morale can suffer.
Challenging Receptive
You have a tendency to challenge other people’s ideas. While this helps ensure that your solutions are logical, it
can also leave people feeling deflated when their ideas or concerns are criticized or minimized. This may create a
culture where people are afraid to share, even if they are asked, and it could limit the exchange of knowledge that
can be so valuable in gaining alignment. People want to know that their words will be met with openness when
they decide to speak up.
Since you see yourself as challenging and inclined to present information, you may need to be more receptive to
ideas and focus on exchanging perspectives to provide the dialogue that others need.
You
You

Alignment > Inspiration Work of Leaders: Alignment
®
How Inspiration Drives Alignment
How do leaders get people truly excited to start a new project or
initiative? They inspire others by painting an exciting picture of the future,
sharing their own passion, and showing confidence in the team’s ability to
succeed. Leaders who are able to inspire others in this way tend to be
much more successful in gaining and maintaining buy-in.
Real buy-in isn’t just getting people to go through the motions.
When you express your passion, others become more committed.
People need to see how their efforts will contribute to success.
Alignment > Inspiration > Being Expressive and Being Encouraging
When we talk about driving alignment with inspiration, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to be expressive, and others are more
reserved. Also, some leaders tend to communicate encouragement, while others tend to be more matter-of-fact.
In the context of inspiration, the behaviors on the right-hand side of these scales are leadership best practices.
Any movement toward being expressive and encouraging will help when people need to be inspired to get on
board with the vision.
Reserved Expressive
Erol, you probably don’t worry about filtering your emotions, and when you’re excited, your passion can be
contagious. When people see your confidence about an idea, they’re more likely to believe the vision is worthy of
their attention. With your expressive approach, you help create a dynamic environment that brings up the group’s
energy level. Your willingness to share your emotions makes it easier for people to relate to you, and it also
makes it clear that you really care about the vision for the group.
Matter-of-Fact Encouraging
You probably have a natural interest in making people feel good about themselves and the work that they’re
doing. Most likely, you have an optimistic outlook, and others get the sense that if they work hard toward the
vision, positive results will follow. As an encouraging leader, you may give people the courage to try new things
and to find their inner strength when things get difficult. You tend to maintain a positive tone, and you make an
effort to show support. Ultimately, your encouragement helps people focus on the positive aspects of their work
rather than the challenges.
Since you see yourself as both expressive and encouraging, you may already be doing a good job of providing
the inspiration that others need.
You
You

What Do We Mean by “Execution?” Work of Leaders: Execution
®
EXECUTION is TURNING THE IMAGINED FUTURE CONDITION into REALITY
At the most basic level, execution is making the vision a reality. The leader must make sure that all conditions
are in place so that everyone can do the work necessary to fulfill the vision.
Often people think of execution as something that happens in the trenches, while the leader sits in an office
thinking up the big ideas. But the truth is that successful execution of a vision can’t happen without the deep
commitment and support of the leader.
EXECUTION is important because:
It propels the development of
concrete strategies.
It makes the vision actionable.
It gives people a sense of
achievement.
It fulfills the promise of
the vision.
EXECUTION is for LEADERS AT ALL LEVELS
The role of the leader at every level is
to make sure the strategies and
people are in place for the vision to
become a reality. However, certain
aspects of this role may look different
depending on where you are in the
organization.
Your Role in Executing the Vision
Your position in the organization can affect how you participate in
ensuring execution. Consider which of the following best describe your
role in the process.
More hands-on or less hands-on
Advocating for resources or providing resources
Creating strategy or following strategy
Establishing culture or supporting the culture
Now that you have a better idea of what we mean by execution, let’s look at each of the three drivers of
execution: Momentum, Structure, and Feedback.

Execution > Momentum Work of Leaders: Execution
®
How Momentum Drives Execution
Leaders often set the pace for the group, so when they tend to be too
low-key, people may not feel a sense of momentum that’s needed to
realize the vision. By being driven and proactive—and also by
acknowledging others who take initiative—leaders send the message that
getting things done at a brisk pace is important.
Leaders often set an example when it comes to momentum.
People tend to perform to whatever level of momentum is expected.
Without a sense of momentum, projects can stall out and fail.
Execution > Momentum > Being Driven and Initiating Action
When we talk about driving execution with momentum, we can look at two important behavioral continua, as
illustrated by the graphics below. First, some leaders have a tendency to be driven, and others are more low-key.
Also, some leaders tend to initiate action, while others tend to be more reactive. In the context of momentum,
the behaviors on the right-hand side of these scales are leadership best practices. Any movement toward being
driven and initiating action will help create the momentum your group needs.
Low-Key Driven
Erol, creating a sense of momentum is probably second nature to you. Because you like to make rapid progress,
you may grow restless when energy seems to lag. As a leader, you tend to create a culture with a substantial
focus on results. This keeps people on their toes and provides a sense of drive and a competitive spirit. You tend
to root out complacency and inaction, and you expect people to strive to succeed, even it means going beyond
their comfort zones. By creating a sense of momentum for others, you encourage them to push themselves to do
their best.
Reactive Initiating
As a leader who tends to initiate, you identify fresh opportunities, call attention to areas for improvement, and kick
off new projects. Your entrepreneurial spirit probably helps create a culture where being proactive is valued. In
this kind of climate, people don’t just wait for their next responsibility—they are constantly on the lookout for new
ways to contribute. When a leader shows initiative, the group is more likely to grow and extend its reach rather
than simply maintain the status quo.
Since you see yourself as driven and initiating, you may already be doing a good job of providing a sense of
momentum.
You
You

Execution > Structure Work of Leaders: Execution
®
How Structure Drives Execution
To execute on a vision effectively, leaders need to ensure that people
have enough structure to follow. Without appropriate processes, policies,
and expectations in place, teams operate inefficiently and are less likely
to create high-quality outcomes. To create structure, leaders need to
make well thought out plans and analyze complex problems.
To work productively, people need to know what is expected of them.
Effective leaders pay attention to the structure needs of their teams.
Structure helps to produce predictable, reliable outcomes.
Execution > Structure > Providing a Plan and Analyzing In-Depth
When we talk about driving execution by providing structure, we can look at two important behavioral continua,
as illustrated by the graphics below. First, some leaders have a tendency to plan, and others like to improvise.
Also, some leaders tend to analyze in-depth, while others tend to follow their first impressions. In the context of
structure, the behaviors on the right-hand side of these scales are leadership best practices. Any movement
toward planning and analyzing in-depth will help when it’s time to create the structure needed to execute well.
Improvise Plan
Erol, you have a tendency to improvise and figure things out along the way. This can be beneficial in situations
where preparation isn’t possible, such as in emergencies or social situations. On the other hand, even if a lack of
planning doesn’t bother you, many people get very anxious when they don’t have a well-defined structure to
depend on. Without clear processes, your group can suffer considerable inefficiencies, redundancies, and
frustrations that can threaten the successful execution of the vision.
Follow First
Impressions
Analyze In-Depth
Even though you’re not inclined to provide a structured plan, you still tend to dig deep and analyze the complex
issues surrounding systems and policies. By thinking through all of the implications and contingencies associated
with a decision, you get a better handle on all of the moving parts. You can anticipate problems, and you aren’t
afraid to do the messy, oftentimes consuming work of analyzing root causes. When necessary, you’re probably
willing to stop progress to make sure that a problem is really understood before moving on.
Since you see yourself as having a tendency to analyze in-depth but also an inclination to improvise, you may
need to spend more time planning in order to provide the structure that others need.
You
You

Execution > Feedback Work of Leaders: Execution
®
How Feedback Drives Execution
In order to ensure that the vision is executed, leaders must provide both
critical and positive feedback. When inefficiencies and complications are
evident, leaders need to be willing to speak up. And, when leaders see
people performing well, it’s equally important to provide the appropriate
praise and recognition to keep everyone engaged.
Feedback from leaders helps people know how they’re performing.
Leaders need to be willing to address problems head-on.
Recognizing contributions encourages ownership and engagement.
Execution > Feedback > Addressing Problems and Offering Praise
When we talk about driving execution by providing feedback, we can look at two important behavioral continua,
as illustrated by the graphics below. First, some leaders have a tendency to address problems, and others like to
maintain harmony. Also, some leaders tend to offer more praise, while others tend to offer less praise. In the
context of feedback, the behaviors on the right-hand side of these scales are leadership best practices. Any
movement toward addressing problems and offering more praise will help you be more effective with feedback.
Maintain Harmony Address Problems
Erol, while you probably don’t dread conflict, you may avoid it when possible. If the need to speak up about
problems or give constructive criticism is obvious, you probably do so, but if it’s a little less clear, you may prefer
to let the issue work itself out. When you do decide to give difficult feedback, you probably couch it in diplomatic
terms to avoid unnecessary tension. As a leader, it’s important to show others that problems will not go
unaddressed, and you might improve your effectiveness by putting issues on the table more actively.
Offer Less Praise Offer More Praise
You don’t see yourself as particularly open with praise and recognition. Perhaps giving praise just doesn't occur to
you since you have little need for it yourself. Or, you may be so task-oriented that recognition seems like a
distraction. It’s also possible that you feel that compliments aren’t meaningful unless they’re used sparingly. Be
honest with yourself about what keeps you from showing your appreciation for others’ work. If you don’t positively
reinforce good behavior, people are less likely to be motivated, loyal, and engaged.
Since you see yourself as less inclined to offer praise and only moderately inclined to address problems, you may
need to spend more time providing positive feedback, while also focusing a bit more on giving constructive
criticism.
You
You

Your Leadership Strengths Your Action Steps
®
First Step Toward Action
Playing to your strengths is an important starting point for improving your leadership effectiveness. Below you will
find descriptions of your three strongest areas in the process of Vision, Alignment, and Execution. Take a
moment to read and reflect on how to maximize your use of these strengths in your current role.
VISION > EXPLORATION > PRIORITIZING THE BIG PICTURE
Prioritize Details
Prioritize Big
Picture
You have the ability to step back and look at the big picture rather than getting caught up in all the details. You
tend to have a broad perspective, which helps you recognize the relationships among different systems and
ideas. Not only can you envision what might be possible, but you are also adept at spotting practices that might
be outdated or are no longer working. Your colleagues probably appreciate that you:
Think broadly about how all the pieces fit together
Visualize how a particular idea or direction might impact the future
Notice when out-of-date systems are limiting success
VISION > ASSUMPTIONS > EXPLORING IMPLICATIONS
Push Forward
Explore
Implications
You are inclined to analyze things carefully and explore the implications when developing a vision. You probably
employ a variety of methods to test your assumptions, and this gives you a better understanding of whether your
ideas will pan out. By doing formal research, you increase your chances of producing a successful vision, and
others probably appreciate that you:
Analyze your ideas fully
Prevent potential roadblocks by doing your homework
Are likely to craft a vision that can become reality
EXECUTION > STRUCTURE > ANALYZING IN-DEPTH
Follow First
Impressions
Analyze In-Depth
Your tendency to embrace in-depth analysis can help create the structure needed for successful execution of the
vision. You’re comfortable analyzing systems and policies, and this helps produce reliable outcomes. When
something isn’t working, you understand the importance of finding the source of the problem, and you’re willing to
devote the time needed to create a long-term solution. Your colleagues probably appreciate that you:
Use analysis to develop a thorough understanding of the implications of a plan
Dedicate time to comprehending systems at a deeper level
Understand the root causes of problems before moving on
You
You
You

Challenging Receptive
Your Leadership Challenges: Being Receptive Your Action Steps
®
Next Steps Toward Action
Now that you have a better idea of your strengths as a leader, let’s take a closer look at the three behavioral
continua where you have the greatest opportunities for improvement.
1. Being Receptive 2. Offering Praise 3. Exchanging Perspectives
ALIGNMENT > DIALOGUE > BEING RECEPTIVE
Since you see yourself as challenging, you may need focus on being more receptive to provide the dialogue that
others need. Below are tips and examples to get you started.
Tips for Improvement Case In Point
Avoid challenging or completely
dismissing other people’s opinions. Being
receptive will create a culture in which the
group feels comfortable contributing.
Be proactive about thanking people for
their feedback, even if you don’t agree
with what was said. This will help people
feel that it’s worth their efforts to be a part
of the dialogue.
Make sure your tone of voice and your
body language verify your receptiveness.
It’s not always what you say but how you
say it that will have the biggest impact.
Evelyn’s Example:
When Evelyn’s colleague, Ian, pointed out problems with
the new direction she had proposed for her team, her
initial reaction was to argue with him. However, she took a
step back and remembered that Ian had a unique
perspective on the work they did. Instead of pushing back,
she urged him to elaborate on his concerns.
Michael’s Example:
As Michael communicated a new vision to the team,
people shared ideas that he and other senior leaders had
already worked through and rejected. Rather than
dismissing the ideas outright, he tried to make the team
members feel valued and included by thanking them for
contributing to the discussion and taking the time to
explain the rationale behind the vision.
How Can You Adapt Your Behavior to Become a Better Leader?
How would your group and/or organization benefit if
you were doing more of this behavior?
Write action steps based on the tips you found most
useful.
You

Offer Less Praise Offer More Praise
Your Leadership Challenges: Offering Praise Your Action Steps
®
EXECUTION > FEEDBACK > OFFERING PRAISE
Since you see yourself as less open with praise, you may need to spend more time giving positive feedback and
making people feel appreciated. Below are tips and examples to get you started.
When you notice that improvements have
been made, commend the people
responsible for a job well done. If an
accomplishment is significant enough to
be noticed, then it’s significant enough to
be applauded.
Ease into the habit of giving recognition
by regularly praising someone you’re
more comfortable with, or someone
you’re less familiar with, whichever helps
make the process more rewarding.
Build recognition into your plans and
remind yourself to celebrate
accomplishments before moving on.
Placing praise on your to-do-list might
prevent you from overlooking it.
Evelyn’s Example:
Evelyn came to realize that she needed to give more
frequent recognition to the people on her team, so she
decided to start small. She set a goal of complimenting
each person’s performance at least once a week, and
after a while, she found herself looking for even more
opportunities to praise others. It no longer felt like a chore,
and she didn’t have to remind herself to do it.
Michael outlined his plans for a new project, and at the
end of each step, he tacked on a note that said,
“acknowledge a job well done.” After each phase of the
project had been accomplished, his notes reminded him
to thank the team and applaud specific contributions that
had led to meeting the benchmark.
useful.
You

Present
Information
Exchange
Perspectives
Your Leadership Challenges: Exchanging Perspectives Your Action Steps
®
ALIGNMENT > DIALOGUE > EXCHANGING PERSPECTIVES
Since you see yourself as inclined to present information, you may need to focus more on exchanging
perspectives to provide the dialogue that others need. Below are tips and examples to get you started.
Even if your first instinct is to dismiss an
opinion, encourage a discussion so you
can understand what’s behind it. Not only
will this help people feel that they are
being heard, it might give you fresh
insights as well.
Highlight great ideas that people bring to
the table, even if they don’t end up being
implemented. If you show your
appreciation when people weigh in, they’ll
feel more comfortable participating in the
discussion.
Remember that you may have to give up
some control in order to facilitate
discussions along the way. If new
information arises, be flexible to changing
directions.
Evelyn’s Example:
Evelyn worried that open dialogue would invite criticism,
so she was tempted to explain her department’s new
direction without leaving room for comments. However,
because she needed the team’s buy-in, she urged them
to express their concerns, even though it made her
nervous. This led to a lively dialogue, and afterward,
Evelyn realized that she had gained some new
understanding that would make the change more
effective.
When Michael presented the idea to his team members,
their body language suggested that they weren’t on
board. He urged them to voice their hesitations, and after
a few denials, one member of his team finally admitted
that they were concerned about the effect that the
potential changes could have on morale. After clearing up
some misunderstandings, Michael continued the dialogue
until he was certain they were on the same page.
useful.
You

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