Most leaders seem to not manage enough.  Even if someone resolves to embrace an integrated ‘people strategy’ it comes off as dodgy, temporary, or insincere.  

If you are genuinely interested in developing the skills and character of your people, consider asking some of these questions on a regular basis.  You’ll see an improving culture, improving skills, and decrease your Excedrin habit.

1. Can this person clearly articulate his/her role in accomplishing the vision of the company?
2. Does this person’s workload seem light, heavy, or fair?  
3.  Is all the necessary work for this person’s job function accounted for?
4.  If no, what’s missing, and how many more hours would be expected if changes were made?
5.  If the work is accounted for, are the “steps to accomplish each task” and “desired outcomes” correct?  
6.   Is there stark evidence of misalignment between what is being reported and what is actually happening?  
7.  If not, what action must be taken?
8. Is management all bark and no bite?  And would the organization ultimately benefit from a sudden firing for an obvious discrepancy?
9.   Is there a good balance of strategic & tactical work?
10.   Is there work that someone else in our organization (or outside it) who could do it more easily?
11.   Are there any skills that require additional training?
12.   Should this person have more projects?  Or fewer?
13. Is this person on a healthy path of professional development?
14. Is this person burned out?  Why? 

Documenting the answers to these questions as a basis for your people strategy will help you greatly . . . and demonstrate servant leadership!  

Brash Indiana thinker Kyle P. Lacy suggests that your entire company should be made up of thought leaders.  Imagine the difference in productivity, efficiency, and even the bottom line if your staff were totally comprised of true thought leaders.  

This is what it means to think like a CEO of your own position – constantly looking for value and innovation.  This is a key to small business success!