SHOW INITIATIVE
WHY IT MATTERS
Today’s organizations are too large, too busy, and too complicated for leaders to have to tell people what to do or need to be informed about everything that is taking place at all times. Leaders who take initiative do more with less need for direction because they don’t require instructions to decide the best way to get things done. They just make things happen. They see what requires their attention and they take care of it. They are valued because they are leaders in deed and action, and not in word only. Leaders who don’t take initiative, and need to be directed in all their responsibilities, will make their employers question exactly what it is they are leading, and will find themselves replaced by someone who can take action without needing constant oversight.
WHAT IT LOOKS LIKE
Leaders that take initiative see what needs to be done, and they do it. They take action without having to be told what to do. They know when to move forward and when it is important to wait for direction. They understand the parameters they have been given to govern their work and they take control and do what they are expected to do. They look for ways to contribute and make a difference. They are willing to take on any part of any project, no matter how big or small. What matters to them is that the work gets done, and not whose work it is, who gets credit, who should have done it, or who else could have done it. They just want to see progress.
Leaders that take initiative know they are accountable for results, regardless of other’s responsibility. They want accountability for achieving results. They are slow to make excuses when things go wrong and are quick to accept ownership for their actions. They deliver the results they promise to deliver.
Leaders that take initiative are not afraid to do unfamiliar things. They are not intimidated by new situations. Just because they haven’t done something before is not an excuse for why they can’t do it now. They figure things out. They don’t need to have everything explained to them in detail. They dive into projects with determination and find a way to make success happen.
Leaders that take initiative solve problems before their leaders even know there was a problem to be solved. They don’t need to be told that something is wrong. When they see something wrong they take care of it. They don’t draw attention to their actions or feel the need to be praised for everything they do. They see problems, fix problems, and move on to the next activity.
Leaders that take initiative are not satisfied with the status quo. They don’t want things to stay the same. Just because something has always been done a certain way doesn’t stop them from looking at better ways to do it. They make improvements where improvements can be made, without needing permission or direction, but are sure to get buyoff before doing anything major.
Leaders that take initiative speak up and share what is on their mind. They know the issues, form strong and defensible opinions, and openly share them in the appropriate forums. They infuse their work and that of the organization with results-driven energy. They are known for being ultra-productive.
BELIEFS
SELF-REFLECTION
WORDS OF CAUTION
PSYCHOMETRIC 360 QUESTIONS
Today’s organizations are too large, too busy, and too complicated for leaders to have to tell people what to do or need to be informed about everything that is taking place at all times. Leaders who take initiative do more with less need for direction because they don’t require instructions to decide the best way to get things done. They just make things happen. They see what requires their attention and they take care of it. They are valued because they are leaders in deed and action, and not in word only. Leaders who don’t take initiative, and need to be directed in all their responsibilities, will make their employers question exactly what it is they are leading, and will find themselves replaced by someone who can take action without needing constant oversight.
WHAT IT LOOKS LIKE
Leaders that take initiative see what needs to be done, and they do it. They take action without having to be told what to do. They know when to move forward and when it is important to wait for direction. They understand the parameters they have been given to govern their work and they take control and do what they are expected to do. They look for ways to contribute and make a difference. They are willing to take on any part of any project, no matter how big or small. What matters to them is that the work gets done, and not whose work it is, who gets credit, who should have done it, or who else could have done it. They just want to see progress.
Leaders that take initiative know they are accountable for results, regardless of other’s responsibility. They want accountability for achieving results. They are slow to make excuses when things go wrong and are quick to accept ownership for their actions. They deliver the results they promise to deliver.
Leaders that take initiative are not afraid to do unfamiliar things. They are not intimidated by new situations. Just because they haven’t done something before is not an excuse for why they can’t do it now. They figure things out. They don’t need to have everything explained to them in detail. They dive into projects with determination and find a way to make success happen.
Leaders that take initiative solve problems before their leaders even know there was a problem to be solved. They don’t need to be told that something is wrong. When they see something wrong they take care of it. They don’t draw attention to their actions or feel the need to be praised for everything they do. They see problems, fix problems, and move on to the next activity.
Leaders that take initiative are not satisfied with the status quo. They don’t want things to stay the same. Just because something has always been done a certain way doesn’t stop them from looking at better ways to do it. They make improvements where improvements can be made, without needing permission or direction, but are sure to get buyoff before doing anything major.
Leaders that take initiative speak up and share what is on their mind. They know the issues, form strong and defensible opinions, and openly share them in the appropriate forums. They infuse their work and that of the organization with results-driven energy. They are known for being ultra-productive.
BELIEFS
- If you see something that needs to be done, and you can take care of it, just do it.
- You don’t need to wait for permission to be told to do something that obviously needs to be done.
- You shouldn’t have to wait to be told what to do all the time. Look for how to make a positive difference and do it.
- People that need to be told what to do quickly become a hindrance and a liability to the work instead of an asset.
- If you are in a new situation or facing a new problem, just plow ahead. Nothing is as productive as just diving in.
- Taking initiative might not always be the right thing to do. You need to know when you should wait for direction.
- It is your responsibility to figure something out if you don’t know how to do it, not someone else’s job to explain it to you.
- Leaders love to hear about resolved problems they never had to worry about.
- Don’t wait to be told what to do.
- Encourage others to own their work.
- Take action on what needs to be done.
- Thank people for not needing instruction.
- Feel ownership for your contribution.
- Believe you can do hard things without help.
- Look for better ways of doing things.
- Start new programs, ideas, and solutions.
- Don’t be intimidated by new situations.
- Speak up when you have something to say.
- Take on the difficult projects and work.
- Allow people the freedom to be decisive.
- Expect people to come up with their own ideas.
- Don’t require a lot of management overhead.
- Change the direction of events you don’t like.
- Take calculated risks when you feel justified.
- Do whatever is needed in any situation.
- Know when to wait to take initiative.
- Take action without leaving others behind.
- Know the parameters for your work.
- Act decisively, but not ignorantly.
- Create an expectation of personal initiative.
SELF-REFLECTION
- Do I see what needs to be done and just make it happen, or do I wait to be told what to do and how to do it?
- Do I just dive into the work and figure it out, or do I need to know how to do something before doing it?
- Do I take responsibility for my own work, or do I always hope others will step up in my place?
- Do I bring up problems after I have already solved them, or do I always need permission to fix problems?
- Do I look for improvements to make, or do I sit back and wait for other people to think of good ideas?
- Do I strategically decide the right and wrong times to take initiative, or do I at times overstep my bounds?
- Do I feel comfortable figuring things out as I go, or do I always need to see the end before I get started?
- Do I do anything it takes to help get results, or do I only do those things I was directly hired to do?
WORDS OF CAUTION
- Don’t overstep your prescribed boundaries so consistently your leaders begin to negatively view you as a “wild card.”
- Don’t forget you still have a boss, and that their opinion of what you do and how you do it still matters.
- Don’t leave your work associates behind because you move out too far in front of them too quickly on your own.
PSYCHOMETRIC 360 QUESTIONS
- I get things done.
- I don’t need to be told to understand what it is I should be doing.
- I like to take action.
- I’ll do whatever I need to get a job done.
- I never make excuses for my work.
- I am confident in the things that I do.