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"I'll know it when I see it" may work when looking at a restaurant menu, but rarely when looking to add exceptional talent to the team. When a leader knows what the job functions are, they can create an Accountability Matrix for the position. This includes the three to five primary accountabilities, their relative priority, the percent of time expected to be associated with each accountability and the success factors which will determine up front, whether or not someone has been successful or not in the described position. This planning allows the hiring manager to focus their interviews on the key components of the job. In the absence of this planning, they may be attracted to the person most likable or the best "salesperson" interviewing for the position - which may be fine if they seek a salesperson but it may lead them down the very wrong path if those traits are detrimental to the position. Empowered hiring managers succeed by creating clarity around the position and a plan to select the individual who best fits that role.

Regularly scheduled one-on-one meetings between a leader and direct report are by far the most effective way to accelerate performance. So, why is this effective performance acceleration technique ignored? The biggest reason leaders give for not conducting regular one-on-one meetings is they don't have enough time. Leaders should conduct weekly 30-minute meetings. A leader with six direct reports would need to allocate only three hours per week. How does investing in regularly scheduled one-on-one meetings save time for leaders? Both the direct report and leader save minor discussion topics for this meeting rather than interrupting each other continuously throughout the week. Minor issues are addressed before they become full-fledged, time-consuming problems. Leaders’ tasks can be delegated in a venue allowing for much easier follow-up. Skeptical leaders should try conducting one-on-ones with one of their direct reports for six weeks; they'll find they have more time, a better relationship, and a very disappointed direct report should they stop the meetings. Leaders who use one-on-one meetings to empower direct reports experience more success and have more time.

Peter Drucker was hailed by Businessweek as “the man who invented management.” Drucker was a prolific writer publishing over 39 management books and countless articles. One of Drucker’s famous quotes was “culture eats strategy for breakfast” emphasizing the importance of core values in an organization. In 1994, Jim Collins and Jerry Porras continued the core values mantra in their popular book Built To Last. These three questions can determine whether or not an organization has strong core values: 1. Would the organization actually fire somebody for violating one of their values? 2. Would the organization be willing to take a financial hit in order to live one of their values? 3. Can managers tell some stories about when and how their team demonstrated each value? One fun and impactful exercise is to start team meetings by going around the table and asking each person to give an example of how they have seen others demonstrating one of the values. First of all, this forces team members to know the core values in order to make the observations and secondly it underscores the importance of living the core values for all to see. Leaders who empower their team to live the organization’s core values experience more success.

Emotional Intelligence involves the ability to understand and manage emotions, as well as navigate interpersonal relationships. According to “The EQ Edge” by Steven J. Stein, PH.D. and Howard E. Book, MD, there are five key areas of emotional intelligence that are particularly relevant in the workplace: Self-perception: Awareness of one's emotions, strengths, and weaknesses Self-expression: Effective communication of thoughts and feelings Interpersonal: Understanding and managing relationships with others Decision making: Making informed decisions based on various factors Stress management: Effective stress management and maintaining a positive outlook. Studies show that high emotional intelligence leads to career success, job satisfaction, and a positive work environment with improved teamwork, communication, and collaboration. Investing in emotional intelligence can bring significant positive ROI to organizations. Emotional intelligence is vital in the workplace. By developing these five key areas, individuals and organizations can enhance performance and achieve success.

Too often leaders remember to set a completion date for their direct reports when delegating a project, but often forget the other important time frames: total time dedicated and milestone dates. By setting overall time commitments leaders provide a guideline for the depth of involvement. For example, "Jen, I need this report by Friday and expect it shouldn't take more than 2-3 hours to complete." For a longer, more elaborate project: "I would imagine this should take about 10 hours per week through completion; if you find it takes more than that, we should discuss." Leaders should remember setting the next milestone with time and expectation gives the direct report some autonomy and should prevent leaders from running into their direct report’s office asking, "Are we done yet?" or "Let me see what you've got so far." For example, "Let's meet next Friday at 9:00 to discuss which vendors you are considering before we lay out our next milestone." Leaders who empower their direct reports with clarity around time commitments and check-in dates to avoid ambiguity have better alignment of expectations and experience greater success.

BAE Systems is one of the largest defense contractors in the United States. Leadership at BAE, and the defense industry in general, is generally male dominated. But in October 2009, Linda Hudson was named Chief Executive Officer and President of BAE Systems, becoming one of the most influential women in the defense industry. Leading approximately 43,000 employees in the United States, United Kingdom, Sweden, Israel and South Africa, on her first day as CEO Linda decided to wear an Armani women’s business suit and accent it with a scarf tied in a unique knot the sales associate taught her to tie. The next day at work Linda was shocked to find more than a dozen women chose to wear a scarf and tied it in the same knot style she wore the day before. Leaders, whether they know it or not, are always being observed and emulated. Not only the clothes they wear, but their work ethic, meeting behaviors, and communications are all noted by those around them. Leaders have more influence on their team than they realize. Empowered leaders who are aware of the examples they are setting experience more success.

We are naturally attracted to people who agree with us and confirm what we already believe. It makes us feel better and less stressed. However, disagreement, not consensus, leads to better decisions. Unfortunately, few leaders are comfortable seeking out differing opinions. People with different behavior styles approach problems and offer solutions from different perspectives. The forceful, aggressive team members will give strong, no-nonsense answers. The fun loving, high-energy team members will offer optimistic, conflict free approaches. Easy going, steady team members like logical and empathetic solutions. And the rigid, compliant types prefer analytical, data driven options. Leaders should first take time to evaluate how their team typically solves problems and use multi-science assessments for additional insight. Once they understand everyone’s strengths and approaches, they should encourage the team to challenge them from those different perspectives. Once given permission and inspiration to contribute using new solutions in this way, the team will naturally make better decisions. Leaders who empower their team to challenge their positions by using their strengths experience more success.

Dwight Eisenhower was recognized as one of the greatest leaders of his era. Imagine having to deal with Patton, Stalin and Roosevelt, and with Marshall, Churchill, De Gaulle, and Montgomery. Each had idiosyncrasies that would drive any leader nuts, but Ike got through it all and achieved victory. Ike’s favorite leadership technique was to simply ask others: “What do you think?” With that one question, Eisenhower was able to: Learn what was going on; Gain insights into other’s thinking processes; Understand how well someone could articulate their thoughts; Get different points of view; Demonstrate an interest in the other person; Engage the other person and develop their relationship. Sometimes it’s the simple things in life that produce the greatest results. Those words “What do you think?” are a key to good leadership and give direct reports an opportunity to express their opinion. Additionally, asking the question shows the leader is interested in the thoughts of the direct report, and demonstrates the leader has at least some confidence in the competence of the direct report’s thought processes. Leaders who empower direct reports by asking them what they think have a more successful team.

Any parent with more than one child knows how different they are (pet owners know this too). In sports, most of the great coaches are successful because they know each player requires a different type of leadership. Unfortunately, many leaders have one leadership style they apply to each of their direct reports and expect their direct reports to excel. Everyone has different behavior styles and workplace motivations. Some direct reports respond best with a firm message, others with a gentle nudging, and others with lengthy conversations. Some people are motivated by recognition, some by money, and others by altruism, etc. The best leaders take time to understand their direct reports' differences and tailor their leadership approaches to each person. Empowered leaders understand their direct reports' behavioral styles and motivations, apply unique leadership approaches, and are more successful.

Bill Marriott joined the family business in 1956, became president in 1964, and CEO in 1972. Today he serves as chairman of the board and writes about his management style and company events on his blog Marriott on the Move. He helped build Marriott International to more than 20 brands and 3,900 properties in 72 countries employing more than 325,000 people around the world. In 1964, Bill Marriott developed his 12 rules for success that are as relevant as ever today. Challenge your team to do better and do it often. Take good care of your associates, they’ll take good care of your customers, and the customers will come back. Celebrate your peoples’ success, not your own. Know what you’re good at and keep improving. Do it and do it now. Err on the side of taking action. Communicate by listening to your customers, associates and competitors. See and be seen. Get out of your office, walk the talk, make yourself visible and accessible. Success is always in the details. It’s more important to hire people with the right qualities than with specific experience. Customer needs may vary, but their bias for quality never does. Always hire people who are smarter than you are. View every problem as an opportunity to grow. Empowered leaders who follow Bill Marriott’s advice are more successful.

When leaders are asked how things are going, many will answer with something about how busy they are – just not enough hours in the day, can’t get anything done, running around like crazy, etc., etc. Perhaps the simplest way for a leader to motivate, empower, and free up time is for them to ask their direct report: “What three things could I be delegating to you?” After agreeing what can be delegated, the leader should lay out a development plan to prepare for that delegation. The development objectives should roll right into the quarterly expectations and performance measures. This may not feel comfortable for the leader who believes "no one can do this better than I," but the leader must remember that to get to where they are today, someone, somewhere gave them a break and trusted their abilities. Leaders who empower direct reports with increased delegation have more success.

In 1983 Howard Gardner wrote the revolutionary book “Frames of Mind – The Theory of Multiple Intelligences” in which he describes seven different forms of intelligence everyone possesses in varying degrees: linguistic, musical, logical-mathematical, spatial, bodily-kinesthetic, intrapersonal, and interpersonal. Interpersonal intelligence is what makes or breaks most leaders today. According to Gardner, “Interpersonal knowledge permits a skilled adult to read the intentions and desires – even when these have been hidden – of other individuals and act upon this knowledge.” For example, leaders are often faced with trying to get their direct reports with individual aspirations and agendas to work together for the good of a team. Fortunately, today there are many tools available to help determine interpersonal intelligence and improve it. Improving interpersonal intelligence will make for better leaders, co-workers, and influencers. As Gardner says, “Interpersonal intelligence is seen in how we notice distinction among others; in particular, contrasts in their moods, temperaments, motivations and intentions.” Be empowered for greater success through making interpersonal intelligence improvement a personal development objective.