MeasureProductivity

Leadership is often equated with a position of authority. In the corporate world, a company’s success could be dependent on how effective the leaders of that company are. A revolutionary way of measuring the effectiveness of an individual’s leadership has been recently formulated. Leadership metrics present a scientific and systematic way of measuring how good a leader is by a series of capital elements. A leader’s performance is graded through these elements. Also taken into account are the leadership conditions in which they operate in. The combined elements of leadership capital and leadership conditions are a surefire way to determine whether an individual is an able and competent leader or not.

The Leadership Capital Assessment is a formal instrument of measurement in this metrics. Leadership Capital refers to the six areas of competency possessed by a person in order for him to lead the company to brighter and more prosperous conditions. These competencies are innate qualities of an individual that are useful for effective leadership. He must have the wisdom, trust, courage, voice, values, and vision. Vision and values are two philosophical frameworks used by a leader in his operations. Wisdom and courage are sterling attributes for a leader to make effective strategies, come up with the right decisions, and solve problems. A leader’s trust and voice could lead others to follow the path a leader is directing them to. These qualities are needed to interrelate with others in the company.

This self-examination metrics basically measure the six competencies on a scale of 1 to 99. An ideal average of 70 is needed after all areas of competency are graded. A score of more than 90 and less than 40 indicates that the individual is displaying tendencies for anti-leadership. Anti-leadership refers to either the lack or excess of leadership capital elements.

Although a leader may possess innate qualities that are very useful for him to lead the company, it is also important to consider the environment he works on and the prevailing conditions. These conditions are important elements that would provide the individual a good opportunity to lead. Ideally, the person must be at the right place and at the right time. He must also do the right things that would move the company forward. Most importantly, he must be working with the right people. These conditions are very vital since these would foster the leadership capital possessed by an individual.

The metrics rate these conditions from the range of very poor to very good. An individual must be presented with good to very good conditions in the four areas. Otherwise, their environment is not good for them and they will have less than ample opportunity to lead.

An ideal leader is someone who exhibits the right balance in all six competencies. Deficiency and excess in these competencies could result to disastrous leadership. Metrics are very important here since these could identify problems in leadership and could save a company from the perils of disastrous leadership. More importantly, the leadership metrics used are better than a mishmash of opinions and judgments where certain elements of leadership might be left unexamined or over-baked in scrutiny.
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Businesses are increasingly held responsible for expenditures, and the HR department must also give very good reasons supporting their programs and provide results. Leadership scorecards will aid HR in assessing and putting dollar figures on the benefits of leadership development programs (leadership training classes, professional coaching, mentoring, developmental job assignments, and feedback programs).

How can you evaluate the leadership efforts of managers and supervisors? Before setting up the scorecard, you need to categorize the leadership attempts from small to large scale:

* Convincing leaders to do something new;

* Influencing peers to act or think differently;

* Selling news idea to your superior;

* Getting the HR department to modify small but important processes;

* Convincing the HR department to accept larger scale changes;

* Influencing the entire organization to change direction; and

* Convincing the organization to implement this major change.

You can also think of other categories. Monitor how often in each week the managers and supervisors show leadership at each level. The above list will encourage you to start small. If they have successfully shown leadership many times at the first levels, then you might be certain enough to elevate your game to much higher levels.

Specifically, you can also answer the following questions to evaluate managers and supervisors: Are the leaders promoted from within really demonstrating leadership competence, or were they chosen because they were the only ones “left standing”? Do they exhibit maturity and reliability? Are they capable of establishing healthy working relationships with other people? Do they learn when receiving supervision? Are they passionate about their jobs? Have their inferiors developed extra skills? Are there “results” from the processes they manage or supervise? Can they delegate effectively? Do they possess the skills in motivating their staff? Do they exhibit can-do, positive attitudes?

In addition, do the managers and supervisors take on complicated tasks? Is there regular individual supervision? Do they hang out with their subordinates outside the office hours? Do they get what they need from such departments as finance, HR, communication, and facilities? Do they recognize the dedication, hard work, and good work of their subordinates? Do they make written “goals” to pursue? Are their work aligned with organizational goals?

Why should you bother in evaluating the leadership of managers and supervisors? The major motivation for it is that their confidence could be boosted and it might cheer them up to demonstrate even more leadership. They probably show their leadership competence in many ways daily without even noticing it. They can easily fail to notice the seemingly little things they perform each day, not aware that they have affected people around them. They may discount things that seem easy or obvious for them. Often, many leaders do not consider such things as major concerns; however, they might be very difficult and new for others. Therefore, if you do not use the scorecard, then the managers and supervisors may think they are not actually showing anything at all; when in fact, they are showing leadership competence.

There is an old adage: What gets quantified, gets done. This also applies to leadership. A leadership scorecard measures leadership potentials and can provide justification to your leadership development programs.

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