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Leadership skills: Development & Measurement

How to develop and measure Leadership skills? 

Leadership is about people.

Developing leadership skills is an ongoing process that involves a combination of self-reflection, education, practice, and feedback. Here are some tips on how to develop the skills effectively:

  1. Self-reflection: Start by reflecting on your own values, strengths, weaknesses, and leadership style. Consider taking a personality assessment, such as the Myers-Briggs Type Indicator, to gain a better understanding of your personality type and how it affects your style.
  2. Education: Read books, attend seminars, and take courses on leadership to gain knowledge and insights into its effective practices. Some recommended books include “The 7 Habits of Highly Effective People” by Stephen Covey, “Leaders Eat Last” by Simon Sinek, and “The Leadership Challenge” by James Kouzes and Barry Posner.
  3. Practice: Seek out opportunities to practice your skills, such as volunteering for leadership roles in your community, taking on a role at work, or starting a project on your own.
  4. Feedback: Ask for feedback from others, both positive and negative, on your leadership skills. Consider seeking feedback from mentors, colleagues, and those you lead.

Measuring leadership skills can be challenging, as it involves assessing intangible qualities such as communication, empathy, and vision. However, there are some ways to measure the skills:

  1. Surveys: Conduct surveys among team members to gauge their perceptions of your skills. This can help identify areas for improvement.
  2. 360-degree feedback: This involves gathering feedback from multiple sources, including peers, superiors, subordinates, and even clients, to get a comprehensive view of your leadership skills.
  3. Performance metrics: Look at key performance metrics, such as employee retention rates, customer satisfaction scores, and revenue growth, to assess the effectiveness of your skills.

Ultimately, developing and measuring leadership skills requires a commitment to ongoing learning and growth, as well as a willingness to seek feedback and make changes as needed.

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Management

The Dutch Windmill framework

In the early 2000s, Professor Arjan Van Weele came up with the Dutch windmill framework by combining the Peter Kraljic portfolio analysis and supplier preferencing matrices. It assesses the level of buyer-supplier interdependence and the resulting impact on potential category strategies, defining 16 types of business-to-business relationships. The Dutch windmill framework is a useful tool for estimating the power balance within the buyer-supplier relationship and is essential in category management. It helps advance category strategy and identifies suppliers where significant benefits are likely to occur. However, the framework shares the limitations of the Kraljic portfolio analysis and supplier preferencing models. For a more in-depth analysis of procurement segmentation models, readers can refer to the works of Professor Andrew Cox.

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