Putting things in perspective with intent-based leadership

1. PUTTING
THINGS IN
PERSPECTIVE

2. CARE BUT DON’T CARE

3. What beliefs hold leaders back
mentally and emotionally from
giving up control?

4. What do you anticipate will be the
hardest thing you will experience
when you let go of micromanaging,
top-down leadership?

5. How can you get your project teams
interacting differently while still
using the same resources?

6. What can you as a subordinate do
to get your boss to let you try a new
way of handling a project?

7. ASK IF YOU CAN START
IMPLEMENTING INTENT-
BASED LEADERSHIP
(EVEN IF YOU ARE THE BOSS)

8. Where is the pain and frustration
greatest in your organization? What
frustrations do the “bosses” have
with the workers? What frustrations
do the workers have with the
bosses?

9. In your workplace, do you believe
people learn more toward desiring
change or toward simply being
comfortable with the current level
of performance? Why do you think
this is, and what do you think is the
ideal state for a workplace?

10. In what ways does leadership in
your organization take or give
control?

11. CREATE LEADERS AT EVERY
LEVEL

12. Why is doing what you are told so
appealing to some? Do people really
just want to do as they are told?

13. If a snapshot of your business went
viral on the Internet, what would it
reveal about your workers? Are they
passive followers, motivated
primarily to avoid making mistakes?

14. Do your procedure reinforce the
leader-follower model? In what
ways are you either reinforcing or
breaking away from this model?

15. RETURN THE PROBLEM
UNSOLVED

16. What is the long-term impact of
solving your people’s problems?

17. Do you recognize situations in which
you need to resist the urge to
provide solutions? Give an example.

18. When problems occur, do you
immidiately think you just need to
manage everything more carefully?
In what ways could you start to
break away from this type of
thinking?

19. WE LEARN
(EVERYWHERE, ALL THE TIME)

20. Which areas in your business are
spoiled by mistakes because the
lower-level employees don’t have
enough technical competence to
make good decisions?

21. Which areas in your business are
spoiled by mistakes because you
don’t have enough clarity to make
good decisions?

22. Are your people eager to go to
training? If not, how could you make
them more eager?

23. TAKE CARE OF YOUR PEOPLE
AND BUILD TRUST

24. What do you see in terms of
behaviors that damage trust? Might
you inadvertently be doing some of
these?

25. In what ways do you make tools
available to your employees to
achieve both professional and
personal goals? In what ways could
you improve?

26. Are you unintentionally protecting
people from the consequences of
their own behaviour? If so, how can
you stop?

27. BEGIN WITH THE END IN
MIND

28. For how far in the future are you
optimizing your organization? What
about the people above and below
you in the organization?

29. In what ways are you mentoring
solely to instruct? In what ways do
you mentor to learn as well?

30. How will you know if you have
accomplished your organizational
and personal goals? Are you
measuring the things you need to
be?