- You must choose to be competent.
To what extent do your staff, peers, and Board members view you as qualified and capable of performing your job duties? How do you know this? Where are your competency gaps? How do you plan to narrow or close them?
- You must choose to inspire and build people.
To what degree are your employees engaged at work? What evidence of this do you see? How are you currently strengthening and expanding the folks you supervise? What, specifically, still needs to happen in order to get the results you want?
- You must choose to develop and support a healthy culture.
How would you describe your present work environment? To what extent does it foster positive relationships, strategic thinking, and innovation? How do your employees and peers feel about the culture? How do you intend to address their impressions, perceptions, and concerns?
- You must choose to trust your intuition.
On a scale of one to five (with five representing the highest score) what number represents your interest in listening to your intuition, and which number represents your ability to tap it? In situations where you disregarded your sixth sense, what price have you paid?
- You must choose to take reasonable risks.
On a deep emotional level, how do you feel about taking risks at work? Why is this true for you? What risks are necessary to move processes forward and increase productivity? When will you take those steps? What holds you back?
- You must choose to be likeable.
Just how likeable are you? What feedback have you received recently as well as over the last three to five years? How could boosting your likeability factor—even a little–impact key relationships, influence more people, and get better outcomes?
- You must choose to acknowledge and manage change.
How does change, large or small, affect you personally? What are you communicating verbally and silently to those around you about change? How are you preparing your staff to deal directly and responsibly with both planned and unexpected change?
- You must choose how you will invest your time.
To what extent is time a noose around your neck? Why? How do you determine the ways you invest or spend your time each week? What drives your calendar entries? What changes do you believe you must make in regards to valuing time more effectively?
- You must choose to do the right thing.
How frequently do you consciously decide to take right action, no matter how tricky the circumstances? What prevents you from doing the right thing, and how do you feel when you don’t do it? How are you, your employees, your peers, your customers/clients, and the community at large negatively impacted? What would it take for you to choose to do the right thing more often?
10. You must choose to grow.
If someone asked you to describe your personal and professional development plan for the next twelve months, could you do it? Why or why not? If you don’t have a plan in place, what has to happen to create one? To what degree are you clear about the areas in which you need to grow?