Leadership Development

Be inclusive; involve everyone on staff in establishing the vision and goals for your department.

Share your knowledge, but don't be afraid to say. "I don't know."

Let problem performers know what's expected and hold them accountable. Even the most brilliant technologist needs to follow the rules and respect others.

When someone on your staff makes a mistake, ask what you and your team can learn from it.The consultancy has developed a quiz (see below) to help managers gauge the health of their relationships with their employees and raise their awareness of their strengths and weaknesses. If you agree with the following statement, for instance, you're on the right track: "Once my employees know the desired results, I get out of their way and let them have freedom to do their jobs." If you disagree, you're advised to rethink your approach.

Take the quiz, then ask your staffers to use it to rate your management skills--anonymously, of course. Comparing your responses with theirs will yield valuable info, as well as show your employees you respect their opinions.

Rating Scale4 = I do this often
3 = Sometimes I do this, but not consistently
2 = I do this only occasionally
1 = I don't do this at all

This quiz was designed to get you thinking about your strengths and the areas where you need to work on your skills. Scores of 1, 2 or even 3 are indicative of areas that you should work to improve.

1. I take time, up front, to describe projects and tasks and set parameters with employees, so they know what is expected and why.
2. I give my employees positive reinforcement and praise.
3. I give my employees clear, honest feedback and coaching.
4. Once my employees know the desired results, I get out of their way and let them have freedom to do their jobs.

5. I give my employees "face time," both one-on-one and in team meetings.
6. If one of my employees gets off track or makes a mistake, I use it as a teaching opportunity.
7. I share information freely with my staff and encourage open dialogue and participation.
8. I get things done quickly and effectively, avoiding hiding behind bureaucracy or policies.
9. I ask for my team's input, especially on decisions that will directly affect them or their work.
10. I spend more time with the good performers than the poor ones.
11. I address poor performance and make sure that each individual has a clear plan for improvement.
12. I monitor workloads and avoid overloading good performers to the point of burnout.
13. I take time to find out every employee's career and job goals and encourage them to work on tasks and projects that will stretch them toward those goals.

14. I try new ideas"whether they are mine or from someone else.
15. I reward healthy risk-taking, and I'm careful not to punish good effort.
16. I seek input from my employees on ways I can improve as a leader.
17. I enjoy giving my employees visibility and sharing credit with them.
18. I spend more time working with people than working on paperwork.
19. I treat all my employees with respect and dignity.
20. I encourage a fun sense of community in my work unit.Quiz courtesy of Joan Lloyd & Associates (www.joanlloyd.com)

Dear Career Coach
Two years ago, the firm where I work as a software engineer was sold to a larger company, and it's now for sale again. We've been told that if no buyer is found this time, our division will be dissolved and we'll be offered "comparable" jobs within the parent company, but if we refuse those jobs, we won't get severance. Is that legal, even if the new jobs pay less?
Worried in Wisconsin

Dear Worried
Absent a contract or offer letter promising severance, your employer probably doesn't have to provide it, says Marty Ebel, an employment attorney at Lawson & Weitzen LLP in Boston. But if your employee handbook includes a severance policy, you may have a case (see www.kohnrath.com/articles/article-2.htm for case law examples).

Even a solid severance package may come with strings attached, Ebel adds, including disqualification if you've turned down a similar job. And to get paid, you may have to sign a release barring you from suing the company.

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