Putting Your Employees First

I roll up my sleeves and jump in to help my team to do their work when necessary.

I downplay the mistakes that people make and highlight their successes.

I make it clear that I appreciate and respect every member of my team.

I reward and recognize team success as much as I recognize individual success.

As opposed to coaching from the sidelines, I tend to be a highly involved player-coach.

I take time to fully understand the concerns affecting my employees.

I realize my team won’t truly succeed without positive contributions by every member.

If asked, my employees would characterize me as a leader who respects them and cares about them.

As a leader, I consider my team members the key to success.

My team participates in the setting of aggressive goals that force everyone to reach higher.

I am willing to take a risk on someone who exhibits great potential.

I provide updates periodically to employees on where they stand compared to their annual goals.

I involve my employees in decision making when those decisions affect their work.

I hire people who are talented enough that they have the potential to one day be my boss.

I systematically address employees who have performance problems by coaching them to improve.

I trust people by giving them the freedom needed to do their jobs and achieve their goals.

I run my life and business embracing a core set of values.

I realize the importance of the employees on my team directly correlates to my success as a leader.

I put the needs of employees first when making decisions.

I look for the hidden leadership potential in every individual.

I lead by setting an energetic, enthusiastic, and positive example.

I have built solid relationships by getting to know the people around me.

I ask employees for their ideas or input on how best to solve work-related problems.

I understand my role as a leader is to persuade rather than dictate and control.

I follow through on my commitments, and expect others to do the same.

I tap into my team’s wealth of knowledge to find better ways of doing things.

I treat people the way I would expect to be treated in similar circumstances. 

Even when it may seem risky, I give my team members a chance to prove they can do it.

I evaluate my personal success or failure based on my team’s results.

I help my employees achieve their personal and professional career goals.

I, and every member of my team, work together to achieve synergistic results.

I confront negativity and divisiveness before it affects my team’s morale.

I challenge my team members to come up with, and implement, creative solutions.

I communicate my standards for providing outstanding external and internal customer service.

I communicate with all of my team members, face-to-face, each and every day.

I always give my team members the credit for the team’s success.

I trust my employees to do the job the right way without meddling.

I remove obstacles that are negatively affecting my team.

I hold myself accountable when things go wrong for my team.

I am comfortable acknowledging my own skill deficiencies.

I believe in people enough to give them a chance before they may be ready.

I am able to jump in and perform the jobs of my employees if needed.

I display my enthusiasm and passion every day to motivate and inspire my team.

I take the time to publicly or privately recognize achievement.

My work habits and personal work ethic set a good example for others to follow.

I take the time to get to know each of the employees who works on my team.

I project authentic enthusiasm and passion for all to see.

I stop to appreciate my team’s hard work periodically.

I make the time to get out of my office and go out in the work area.

I treat my team members as if they are my business partners.

I am the kind of leader people would willingly choose to follow.

I am leading the charge for positive cultural change by focusing on the needs of my employees.

I hold people accountable for following through on their commitments made to me.

I give compliments to people who are doing a good job.

When necessary, I am comfortable confronting people who have performance issues.

If asked, my team members would say I do a good job supporting them.

I give my team all of the responsibility and authority they need to do their jobs.

I am setting a good example by holding myself to the same standards I expect from my team members.

I ask my team for input when facing a difficult problem or challenge.

I provide team members with periodic updates on the status of the team progress towards goals.

I challenge people to grow and develop in order to become future leaders.

I stay in the moment and actively listen when employees bring their concerns forward.