Too Many Bosses, Too Few Leaders: The Three Essential Principles You Need to Become an Extraordinary Leader by Rajeev Peshawaria
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Energising yourself – what is your purpose and values?

1. What three to five things are most important to me?
2. Do I want to:
   1. Lead a simple life rich with everyday small pleasures?
   2. Achieve great success in an individual endeavour?
   3. Lead others toward a better future? Or,
   4. Do something entirely different with my life?
3. What results do I want to create?
4. How do I want people to experience me?
5. What values will guide my behaviour?
6. What situations cause me to feel strong emotions?

Energise the team – for each of them:

• What is their role?
  • What is our organisation’s vision for its future?
  • What is our effective/differentiated strategy to achieve the vision?
  • Do I have a stretch but achievable goal?
  • How does my goal fit into the vision and strategy?
  • Do I have sufficient freedom and autonomy to achieve my goal?
  • Does the role fit with my values and purpose?
• What is their environment?
  • Does my manager regularly engage with me and has a good sense of what is important to me?
  • Are my opinions on important issues sought and valued?
  • Does the organisation have a culture of collaboration rather than competition?
  • Is everyone treated with respect and dignity?
  • Does the organisation have a friendly community?
  • Am I fairly rewarded and recognised?
  • Is the environment of high performers and mediocrity is not accepted?
• What are the prospects for growth and development?
  • Do I have challenging assignments that provide me with opportunities to learn and develop?
  • Do I receive regular coaching feedback?
  • Does my manager help me identify my strengths and develop them further?
  • Does the culture strongly emphasise entrepreneurship and innovation?
  • Does the organisation strive to upgrade its capabilities to deliver outstanding results?
  • Am I expected to come up with ideas to increase productivity or profitability?

Energising the organisation

• Setting direction
  • Do we have a compelling vision for future success?
  • Have we got a clear differentiated strategy to achieve the vision?
  • Are vision and strategy so clear they guide resource allocation and decision making?
  • Are we clear on what our competitive advantage is?
  • Does everyone clearly and consistently articulate the client value proposition?
• Organisation
  • Do we have top quality talent with the right skills and experience in every job?
  • Do the support structures (e.g. promotion, performance processes) encourage performance?
  • Are roles, responsibilities and decision rights as clearly defined as possible?
  • Are our people and resources deployed in the best way to support the strategy?
  • Are we strengthening our core differentiating capabilities?
• Culture
  • Do we have a well-defined and understood cultural philosophy (e.g. values, behaviours)?
  • Is the compensation and reward aligned with the desired behaviours?
  • Do leaders act in a way to proactively create a culture of collaboration and teamwork?
  • Do we focus both on the short term success and long term capability building?
  • Do we listen, learn and constantly learn?