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Develops Self and Others Fosters continuous learning that builds personal and team potential and organizational capability Seeks growth through experiences coaching and training Recognizes own strengths and weaknesses Develops people who know team strengths and development needs Consistently provides feedback to team Demonstrates responsibility for personal growth and applies learning to work Provides staff opportunities to develop through onthe job learning and reflection Uses feedback to improve performance Identifies and advocates growth opportunities for team members Proactively discusses career goals with supervisor Uses performance meetings to discuss advance skills Seeks feedback and sets goals based on new areas for learning Welcomes and mentors newer and junior staff EXPLORE THE LEADER IN YOU ORGANIZATION Translates program organizational goals into resources and staff development needs and addresses them with strategies Ultimately leadership is not about glorious crowning acts It s about keeping your team focused on a goal Builds long term talent pipeline from across ACH and motivated to do their best to achieve it Coaches staff through challenging projects and job moves and the consequences really matter Allows for growth from mistakes and cultivates leadership Creates a culture where performancerelated feedback is expected and given especially when the stakes are high It is about laying the groundwork for others success and then standing back and letting them shine Chris Hadfield Leads learning events to share knowledge and experience DEVELOPS SELF AND OTHERS MAP 3 AD I N G H T Shows little interest in developing self or others Responds defensively to feedback Participates in training as a requirement without reflecting or applying learning Provides feedback that is vague and lacks constructive advice Engages in self serving behaviors towards promoting at the expense of the team LE LIMITING BEHAVIORS Y Believes all have the capacity to grow develop TEAM E W A INDIVIDUAL BY THE WAY WE LEAD

Develops Self and Others Fosters continuous learning that builds personal and team potential and organizational capability Seeks growth through experiences coaching and training Recognizes own strengths and weaknesses Develops people who know team strengths and development needs Consistently provides feedback to team Demonstrates responsibility for personal growth and applies learning to work Provides staff opportunities to develop through onthe job learning and reflection Uses feedback to improve performance Identifies and advocates growth opportunities for team members Proactively discusses career goals with supervisor Uses performance meetings to discuss advance skills Seeks feedback and sets goals based on new areas for learning Welcomes and mentors newer and junior staff EXPLORE THE LEADER IN YOU ORGANIZATION Translates program organizational goals into resources and staff development needs and addresses them with strategies Ultimately leadership is not about glorious crowning acts It s about keeping your team focused on a goal Builds long term talent pipeline from across ACH and motivated to do their best to achieve it Coaches staff through challenging projects and job moves and the consequences really matter Allows for growth from mistakes and cultivates leadership Creates a culture where performancerelated feedback is expected and given especially when the stakes are high It is about laying the groundwork for others success and then standing back and letting them shine Chris Hadfield Leads learning events to share knowledge and experience DEVELOPS SELF AND OTHERS MAP 3 AD I N G H T Shows little interest in developing self or others Responds defensively to feedback Participates in training as a requirement without reflecting or applying learning Provides feedback that is vague and lacks constructive advice Engages in self serving behaviors towards promoting at the expense of the team LE LIMITING BEHAVIORS Y Believes all have the capacity to grow develop TEAM E W A INDIVIDUAL BY THE WAY WE LEAD

Action Trail There is an overarching need for leaders to prioritize the development of themselves and the needs of the organization always striving for greater awareness of what both they and their organization will become tomorrow High performing leaders are consciously aware of and work toward understanding themselves and their professional development needs They constantly seek ways in which to improve their knowledge and skills and are willing to work together with others to produce better results Training Quest Connection Cove Successful leaders surround themselves with other successful leaders those who can challenge their thinking their actions and their impact Identify someone in the organization who can be a good coach and role model in further developing your leadership knowledge and skills With your team get some feedback about what is working well and what could be done differently Be willing and open to allowing your team to teach you new techniques and ways of doing things Consider your own succession Is there someone on your team who has or could have the ability and potential to step up and take on your role at some point in the future Find ways to develop your team and their knowledge skills in a way that this could happen Doing so will maximize your own opportunities in the future High performing leaders set the example of skill and expertise for their team The team will look to their leader to set the standard for skill development to push the team toward success and to set higher levels of performance This example gives the leader the credibility to provide feedback in the personal development process of each individual team member Connected leaders should strive to balance confidence with humility trusting that their team has the capability to make things happen as well as listening to and appreciating the ideas and skills they bring to the table The successful performance of a team can only be achieved when the team has a shared purpose clear responsibilities and ground rules Discuss with your team what you are trying to achieve together including who does what and how you go about it When giving feedback to your team about their performance be specific If you are communicating what could be done better provide practical and constructive suggestions that demonstrate how it can be improved Coach your team members in a way that will enable them to discover answers for themselves the talking ratio should be 20 for you and 80 for the person you are coaching Agree on goals for each session encourage self assessment invite suggestions for change and conclude with some clear actions Where practical allow your team to find out for themselves how to do a job Tell them the goals then step back and leave them to use their own initiative Let them know you are there to support them if they need it The best path to becoming a highperforming leader is to always keep learning new things It keeps your mind sharp and your skills fresh It prepares you for new challenges that may come your way Learning is critical It is one of the most powerful levers we have in transforming and changing our lives Remember investing in yourself is an investment in your future leadership success Socrates once stated the unexamined life is not worth living He knew that unless you re free to examine and reflect on your life you ll not grow and reach your potential Take some time to reflect on your motivations values desires talents and strengths Developing these personal insights will provide the foundation to successful leadership Successful leadership requires you to take responsibility for developing yourself and to express your own unique vision purpose and values all of which impact how you relate to others the example you set and how you respond to situations Define your top five core values and determine how you demonstrate them in your leadership and interactions with others In Power DMS search for the Develops Self and Others course and read How Humble Leadership Really Works Web Article Learning Style Self Assessment Leadership Style Self Assessment

Action Trail There is an overarching need for leaders to prioritize the development of themselves and the needs of the organization always striving for greater awareness of what both they and their organization will become tomorrow High performing leaders are consciously aware of and work toward understanding themselves and their professional development needs They constantly seek ways in which to improve their knowledge and skills and are willing to work together with others to produce better results Training Quest Connection Cove Successful leaders surround themselves with other successful leaders those who can challenge their thinking their actions and their impact Identify someone in the organization who can be a good coach and role model in further developing your leadership knowledge and skills With your team get some feedback about what is working well and what could be done differently Be willing and open to allowing your team to teach you new techniques and ways of doing things Consider your own succession Is there someone on your team who has or could have the ability and potential to step up and take on your role at some point in the future Find ways to develop your team and their knowledge skills in a way that this could happen Doing so will maximize your own opportunities in the future High performing leaders set the example of skill and expertise for their team The team will look to their leader to set the standard for skill development to push the team toward success and to set higher levels of performance This example gives the leader the credibility to provide feedback in the personal development process of each individual team member Connected leaders should strive to balance confidence with humility trusting that their team has the capability to make things happen as well as listening to and appreciating the ideas and skills they bring to the table The successful performance of a team can only be achieved when the team has a shared purpose clear responsibilities and ground rules Discuss with your team what you are trying to achieve together including who does what and how you go about it When giving feedback to your team about their performance be specific If you are communicating what could be done better provide practical and constructive suggestions that demonstrate how it can be improved Coach your team members in a way that will enable them to discover answers for themselves the talking ratio should be 20 for you and 80 for the person you are coaching Agree on goals for each session encourage self assessment invite suggestions for change and conclude with some clear actions Where practical allow your team to find out for themselves how to do a job Tell them the goals then step back and leave them to use their own initiative Let them know you are there to support them if they need it The best path to becoming a highperforming leader is to always keep learning new things It keeps your mind sharp and your skills fresh It prepares you for new challenges that may come your way Learning is critical It is one of the most powerful levers we have in transforming and changing our lives Remember investing in yourself is an investment in your future leadership success Socrates once stated the unexamined life is not worth living He knew that unless you re free to examine and reflect on your life you ll not grow and reach your potential Take some time to reflect on your motivations values desires talents and strengths Developing these personal insights will provide the foundation to successful leadership Successful leadership requires you to take responsibility for developing yourself and to express your own unique vision purpose and values all of which impact how you relate to others the example you set and how you respond to situations Define your top five core values and determine how you demonstrate them in your leadership and interactions with others In Power DMS search for the Develops Self and Others course and read How Humble Leadership Really Works Web Article Learning Style Self Assessment Leadership Style Self Assessment

Action Trail There is an overarching need for leaders to prioritize the development of themselves and the needs of the organization always striving for greater awareness of what both they and their organization will become tomorrow High performing leaders are consciously aware of and work toward understanding themselves and their professional development needs They constantly seek ways in which to improve their knowledge and skills and are willing to work together with others to produce better results Training Quest Connection Cove Successful leaders surround themselves with other successful leaders those who can challenge their thinking their actions and their impact Identify someone in the organization who can be a good coach and role model in further developing your leadership knowledge and skills With your team get some feedback about what is working well and what could be done differently Be willing and open to allowing your team to teach you new techniques and ways of doing things Consider your own succession Is there someone on your team who has or could have the ability and potential to step up and take on your role at some point in the future Find ways to develop your team and their knowledge skills in a way that this could happen Doing so will maximize your own opportunities in the future High performing leaders set the example of skill and expertise for their team The team will look to their leader to set the standard for skill development to push the team toward success and to set higher levels of performance This example gives the leader the credibility to provide feedback in the personal development process of each individual team member Connected leaders should strive to balance confidence with humility trusting that their team has the capability to make things happen as well as listening to and appreciating the ideas and skills they bring to the table The successful performance of a team can only be achieved when the team has a shared purpose clear responsibilities and ground rules Discuss with your team what you are trying to achieve together including who does what and how you go about it When giving feedback to your team about their performance be specific If you are communicating what could be done better provide practical and constructive suggestions that demonstrate how it can be improved Coach your team members in a way that will enable them to discover answers for themselves the talking ratio should be 20 for you and 80 for the person you are coaching Agree on goals for each session encourage self assessment invite suggestions for change and conclude with some clear actions Where practical allow your team to find out for themselves how to do a job Tell them the goals then step back and leave them to use their own initiative Let them know you are there to support them if they need it The best path to becoming a highperforming leader is to always keep learning new things It keeps your mind sharp and your skills fresh It prepares you for new challenges that may come your way Learning is critical It is one of the most powerful levers we have in transforming and changing our lives Remember investing in yourself is an investment in your future leadership success Socrates once stated the unexamined life is not worth living He knew that unless you re free to examine and reflect on your life you ll not grow and reach your potential Take some time to reflect on your motivations values desires talents and strengths Developing these personal insights will provide the foundation to successful leadership Successful leadership requires you to take responsibility for developing yourself and to express your own unique vision purpose and values all of which impact how you relate to others the example you set and how you respond to situations Define your top five core values and determine how you demonstrate them in your leadership and interactions with others In Power DMS search for the Develops Self and Others course and read How Humble Leadership Really Works Web Article Learning Style Self Assessment Leadership Style Self Assessment

Develops Self and Others Fosters continuous learning that builds personal and team potential and organizational capability Seeks growth through experiences coaching and training Recognizes own strengths and weaknesses Develops people who know team strengths and development needs Consistently provides feedback to team Demonstrates responsibility for personal growth and applies learning to work Provides staff opportunities to develop through onthe job learning and reflection Uses feedback to improve performance Identifies and advocates growth opportunities for team members Proactively discusses career goals with supervisor Uses performance meetings to discuss advance skills Seeks feedback and sets goals based on new areas for learning Welcomes and mentors newer and junior staff EXPLORE THE LEADER IN YOU ORGANIZATION Translates program organizational goals into resources and staff development needs and addresses them with strategies Ultimately leadership is not about glorious crowning acts It s about keeping your team focused on a goal Builds long term talent pipeline from across ACH and motivated to do their best to achieve it Coaches staff through challenging projects and job moves and the consequences really matter Allows for growth from mistakes and cultivates leadership Creates a culture where performancerelated feedback is expected and given especially when the stakes are high It is about laying the groundwork for others success and then standing back and letting them shine Chris Hadfield Leads learning events to share knowledge and experience DEVELOPS SELF AND OTHERS MAP 3 AD I N G H T Shows little interest in developing self or others Responds defensively to feedback Participates in training as a requirement without reflecting or applying learning Provides feedback that is vague and lacks constructive advice Engages in self serving behaviors towards promoting at the expense of the team LE LIMITING BEHAVIORS Y Believes all have the capacity to grow develop TEAM E W A INDIVIDUAL BY THE WAY WE LEAD