Are You an Influential
Leader?

Q1 When I try to influence change, I make sure everyone understands the results we're trying to achieve and is committed to achieving them.

Q2 To help others stay focused and committed, I frequently share measures that demonstrate our progress.

Q3 To prevent people from falling into old, unhealthy routines, I remove or modify measures that encourage the wrong behaviors.

Q4 To achieve challenging goals, I help others break long-term goals into daily or weekly milestones that encourage steady progress.

Q5 When trying to influence others, I specify the behaviors people need to adopt or change rather than emphasizing vague values or generic qualities I hope they'll adopt.

Q6 I make sure we focus on the two or three behaviors that will have the greatest impact on results.

Q7 I check to ensure everyone agrees to adopt the two or three behaviors that will help us achieve the results we want.

Q8 I frequently track how well we're adopting these key behaviors, as well as results, to see if my influence efforts are working.

Q9 Whenever possible, I invite people to try out and test new things rather than use authority or pressure to compel them.

Q10 I go beyond business and economic arguments to help people see the moral and ethical imperatives that call for change.

Q11 I avoid giving lectures or logical arguments for why others should change and instead tell compelling stories that illustrate the human and moral reasons that call for change.

Q12 I find creative ways to engage people in direct experiences (field trips, pilot programs, simulations, etc.) that will help them feel differently about the need for change.

Q13 I share hints, tips, practice opportunities, and take time to coach those I am trying to help change.

Q14 I invest as much time and effort in helping people develop the skills and abilities they need to succeed as I do in trying to motivate them to change.

Q15 I help others develop skills in ALL the areas that may be required, including the social, emotional, and interpersonal skills and not just the technical or physical skills they need.

Q16 I create lots of opportunities to help people practice new skills in challenging but safe conditions.

Q17 I make sure others can see I am willing to sacrifice a great deal (ego, time, money, or other priorities) to achieve change.

Q18 I carefully identify opinion leaders and get them involved in encouraging others to change.

Q19 I make sure formal leaders teach, model, praise, and coach others toward the new behaviors.

Q20 I encourage and teach everyone how to hold everyone else accountable for the new behaviors (including me), irrespective of level or position.

Q21 I make sure others can get timely assistance whenever they are struggling with the new behaviors.

Q22 I identify obstacles to change and make sure people have others around them that can help overcome these obstacles.

Q23 I go to great lengths to ensure people feel safe to ask for help without feeling embarrassed or put on the spot.

Q24 I ensure everyone knows they have the authority to step up to the new behaviors.

Q25 I put more effort into sharing the moral, ethical, and business reasons for change than into rewarding or punishing people toward the change.

Q26 I ensure that our formal reward and discipline systems encourage the desired behavior more than discourage the undesired behavior.

Q27 I make careful use of small yet thoughtful rewards to encourage people who make early attempts to change.

Q28 I use formal rewards to encourage not just the right results, but also the right behaviors that will lead to those results.

Q29 I use visual reminders, regular communications, and metrics to keep the new behaviors and need for change visible and "top of mind."

Q30 I make sure people have access to the tools, information, and resources they need to adopt new behaviors.

Q31 Where possible, I redesign the physical space of those I'm trying to influence to make the new behavior easy to do and the bad behavior hard to do.

Q32 Where possible, I change the physical environment so the new behavior becomes an automatic part of our workflow and people can act without having to think about it.