There are no leaders without followers. Followers are the leader's customers, too, along with the mission, vision and senior leadership. Customer-centered leadership. How do you measure up?
| I value and reward, honesty, personal integrity and respect for all people, regardless of race or religion. I keep few secrets and believe that more open communication contributes to greater success. |
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| I think it's important to expect the best from myself and those around me. We have high standards and big goals that stretch, but do not strain us + incentives, recognition and rewards when they are achieved. |
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| I involve employees, experts (accounts & lawyers), vendors and customers in decision making regularly, on an informal and formal basis. I rely on this '360' process to grow the business and be more profitable. |
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| I take extremely good care of myself and encourage my employees to do the same. I know healthy, happy people do better work, make fewer mistakes and more sales. |
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| I'm very active in my industry trade group or professional association and am aware of developments and trends that I can use to increase profits. |
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| We value and reward creativity and innovation. |
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| I see teamwork as requiring each person to be true to themselves - their dreams, hopes, talents and aspirations, not to sacrifice themselves, their hopes, dreams and aspirations to an imagined greater good. And I do that for myself, too. |
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| I am constantly working to help the people that work with me understand themselves better. People who know who they are make more meaningful and sustainable contributions to the team. And I do that for myself, too. |
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| My business plans. We have short, succinct, written plans for: growth; for emergencies & natural disasters; for succession; for increasing profitability and sales. These plans include: budget, measurable goals and standards. |
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| Trust, delegation and opportunities for personal & professional growth and development are critical aspects of teambuilding and I am constantly looking for ways to do all three. |
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| I start with policies, procedures, goals, vision and mision, but then I maximize the situation before me. I see these things as important guidlines, not as a straight jacket. |
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| Most of the time, my people and I are able to confront the facts without losing faith in ourselves, one another and our mission. |
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