| LEADERSHIP DO's |
LEADERSHIP DON'Ts |
| Understand who you are. |
Try to be someone else. |
| Exercise thought leadership to craft the right initiative that disproportionately adds value. |
Be captured by business-as-usual. |
| Engage a team with the right attitude and skills to succeed. |
Try to do it all yourself. |
| Break down ambitious goals into clear and specific actions that can be achieved in the short-term. |
Expect others to know what to do. |
| Be clear about the measures that matter and have the courage to face them. |
Ignore the brutal facts and hope for the best. |
| THINKING DO's |
THiNKING DON'Ts |
| Take time to identify the real problems and any underlying assumptions. |
Rush into solution mode |
| Use narrative to identify the interrelationships between different aspects of the system. |
Develop point solutions that seem effective but create indirect consequences elsewhere. |
| Engage a diversity of opinion and perspective. |
Solve problems from the same perspective that created them. |
| Look for what's working in related but different areas. |
Limit yourself to past solutions, even if they work. |
| Identify and focus on the critical few. Remember the 80/20 principle. |
Make things complicated. Remember 'chaos' theory. |
| COMMUNICATION DO's |
COMMUNICATION DON'Ts |
| Think about how your audience will understand your content. |
Talk about your topic from your own perspective with your own language. |
| Think about your objective. What do you want your audience to think, feel, and do. |
Don’t leave your audience wondering what you meant. |
| Have a few key messages. |
Lose the message in a wall of words. |
| Use stories to bring your communication to life. |
Limit your communication to just the facts. |
| Look at and engage your audience, individually, when speaking |
Engage with your content. |
| facilitation DO's |
facilitation DON'Ts |
| Think about how your meeting aligns with organsiational mission and strategy. |
Rush to start the meeting. Most control is lost at the start. |
| Get everyone to agree to the purpose, scope, process and specific outcomes before the meeting starts . |
Make assumptions about the meeting without getting the input and buy-in of participants.. |
| Use your power as facilitator to take control of your meeting. |
Put-up with any bad behaviour. Stop the meeting if you need to. |
| Acknowledge every contribution. |
Put your own interpretation on others comments. Ask. |
| Clearly summarise and allocate actions to participants (with times) |
Let people off, when they don't complete their actions. |
