1. Whether things are going well or poorly, I take periodic looks at myself in the mirror about how I am really doing as a leader.
2. I seek feedback on how I can improve as a leader, even if it is hard to hear.
3. When I'm really stuck I turn to my team, colleagues, or mentor - I don't try to figure it out alone.
4. I'll check if I am up-to-date, my role clear, my abilities in-line and honed. If it is not, then I'll write down a plan for how to improve.
5. When close colleagues challenge my decisions, I avoid giving excuses.
6. I'm aware of my strengths and weaknesses as a leader and use that to guide my decision making.
7. I make time with my team to celebrate the wins and mourn the losses.
8. When filling or curating my inner circle (my closest leadership team), I prioritize people who share my long-term goals and values, even if their approach to those goals is different.
9. When a member of my inner circle demonstrates personal growth, I celebrate that -- regardless of whether or not it makes an immediate impact on my business.
10. I do not do the work others could be doing. Instead I relentlessly focus on where I can deliver the most value as a leader, and delegate whatever I can.
11. When a leader on my team could benefit from taking on greater challenges, I encourage them to delegate their current work to make room for what's next.
12. I make sure that my team knows their roles and structure, and also are working on building ties to the people around them.
13. When I have to solve a complex problem, I don't try to tackle it in the heat of the moment. Instead, I try to find a "balcony" where I can see the whole picture and make a cool-headed decision.
14. I invite the team together into small rituals: to focus, to share, or to review after a task has been completed. If it's busy or calm, this is where I make my decisions.
15. The busier I feel, the more I prioritize what will make the most impact on our long-term goals and vision.
16. I keep track of my energy and try to do what energizes me and minimize what drains me.
17. I make sure my work doesn't negatively affect but rather enhances my health, relationships, and personal life.
18. If someone close to me says that I look stressed or tired then I listen, reflect, and make changes. I make time to sleep, eat, move, and be with my friends and family.
19. If I don't know whether a new initiative will work out, my first instinct is to test it.
20. I find and sieve a lot of new information. What if there is something there that helps me improve my work? I never really understood "if it ain't broke, don't fix it."
21. I collect a broad range of experiences whenever I can -- through new skills, approaches, relationships, philosophies or ways of living. You never know what will be useful later on.
22. When the right way isn't clear, I'm not afraid to ask any questions on my mind.
23. In front of my team, I ask more questions than give answers.
24. When asking questions of my team, I take a collaborative approach, with the goal of learning - not evaluating.
25. When I hear of trends, cultural shifts, and new technologies, I resist judging them too soon and instead think about how they could apply to me and/or my team.
26. When I notice someone experimenting with new processes or technologies, I make time to learn from them.
27. I take care to listen for good ideas that come from the most junior members of my team. A good idea is a good idea.
28. Whether things are going well or poorly, I initiate changes that could benefit my team. We don't rest on our laurels.
29. When others tell me I can't, I don't let them determine my destiny - I seek to find how I can.
30. No matter the outcome, I review what actions I did to see if I can learn anything for next time and share it with the team.
31. As a leader, I create and refresh the vision of where we are headed and how we will get there. I see it as my job to make that picture as accurate and inspiring as possible.
32. I articulate a vision every day that my staff understand and resonate with.
33. I make sure my staff understand how their choices affect the organization as a whole, including how they affect our progress towards our vision.
34. When an outdated policy or practice stands in the way of improvement, I change the policy or practice.
35. I routinely review my organization's habits, practices and rituals to see if they are truly serving our long-term goals. Just because people are comfortable doesn't mean what they're doing is right.
36. I take steps to ensure that everyone is attentive, engaged, and listening to each other. I can tell the difference between distracted, impulsive work and exploring, learning work.
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