Self-leadership
3
1) Stays connected to themselves even in difficult times and is unafraid to say when they feel uncertain, undecided or lacking control.
2) Is aware of things that can impact them negatively (‘derail’ them) and can recognise and act on these factors early on.
3) Is exemplary in showing that self-awareness and understanding the impact we have on others is a foundation for a healthy and successful cooperation.
People Management
3
1) Leads by example and provides development opportunities for others.
You invite your team mates to a client meeting so that they can learn how certain decisions are taken.
2) Communicates the importance of the vision and values and translates them into day-to-day activities and behavior for themselves and for the entire team.
You take actions, make decisions, and shape team or group priorities to reflect the organization’s vision and values.
You recognize and reward employees whose actions support the company’s vision and values. 3) Sets specific performance goals and identifies measures for both evaluating and achieving these goals.
You collaboratively establish growth plans, defining the behaviours, knowledge, and skills required to achieve goals.
You help secure resources and opportunities (project, coaching, training, courses, conference, etc.) for development / achieving set performance goals. 4) Coaches people and makes them feel supported and autonomous.
You use effective questioning techniques to allow employees to think through their own problems and develop solutions.
You help individuals in overcoming obstacles when learning. 5) Is aware of their role/status, the responsibilities it entails and how they might be impacting others.
You understand that you have an opportunity to truly empower others, you know how to use it to the advantage of the common good.
You understand that your hierarchical status may make others hold back, you try to keep that in mind and create an open and welcoming environment.
Process Management
3
1) Identifies recurrent issues across teams and proposes structural solutions.
2) Helps different teams/disciplines work together effectively.
You notice that your project team has a challenge that you have seen before, so, you propose your team to get in touch with those in the company that have more experience with the matter at hand.
3) Suggests ways to improve existing processes.
You see recurrent issues in the way Elements handles planning, you propose concrete ways to improve it.
Strategic Thinking
3
1) Is on top of relevant developments in the field, can weigh out the importance and decide on whether and how to reflect it in the company's long-term and/or short-term agenda.
You notice that the medical field is interested in processing their data in a smarter way, you assess if Elements could play an important role and if so, act on it.
You have a strong network with relevant external contacts that you regularly align with about challenges and opportunities.
When you notice that working on location of the client is done more and more in our business you can assess what this means for Elements from all perspectives (organisational, financial, people) and take appropriate action.
You notice that cross-platform technologies become more popular, you bring it to Elements and encourage the team to incorporate it in our way of working. 2) Translates vision and mission in practical examples and helps people to see how they can incorporate them in their everyday work.
You create a way to keep the vision and values alive, such as a monthly presentation from an employee in All Hands. 3) Is aware of the market and sees business opportunities.
