How to give people permission and space to be outstanding leaders

Mark writes a personalised letter to his executives at the start of every year and follows up with another at the end of the year.

The letter at the beginning of the year is all about what they are trying to achieve for the year.

He outlines what they are trying to accomplish as a business and as a team, as well as his expectations of each leader.

It is very specific. That is the first conversation for the year.

At the end of the year, he writes each person another letter.

He says what they achieved as a business, a team, and specifically what each leader accomplished.

In the end-of-year note, he provides a list of things to stop, start and continue.

That closes out the year.

It is a simple practice, but it gives people clarity and something concrete to reflect on.

Leaders like Mark have developed practices that give people permission and space to be outstanding leaders.

He believes that is ultimately the role of a leader to develop more leaders.

In the book Execution: The Discipline of Getting Things Done, by Larry Bossidy and Ram Charan they ask, “What exactly does a leader who’s in charge of execution do? How does he keep from being a micromanager, caught up in the details of running the business? There are seven essential behaviors that form the first building block of execution:”

✴️ Know your people and your business.

✴️ Insist on realism.

✴️ Set clear goals and priorities.

✴️ Follow through.

✴️ Reward the doers.

✴️ Expand people’s capabilities.

✴️ Know yourself.

🙋What are your practices to end the year and start the new year?🙋‍♀️


Best Regards, Brian