Tag Archives: metrics

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Take responsibility

Leadership Habit 49: Give or Take Responsibility

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A common leadership and supervisory practice is to assign responsibility. One of the problem areas for many people in a supervisory or management role is holding others accountable. In your role, whether supervisory or not, do you give, or take responsibility?

In the earliest years of my career, I can remember telling my boss at the time that I craved responsibility. Looking back, what I probably really meant is that I wanted to be in control. It is funny how we mature and grow. I smile thinking about that time in my life.

Oversight and Metrics

Assigning responsibility and holding yourself and team members accountable are an important part of leadership. Some organizations and cultural philosophies are loose and don’t have many metrics or measurements. Others live, breathe, or die, by extensive oversight through measurements.

Metrics and measurements are important, but we may pause and ask, “For whom?” The best answer may be, “For everyone.” The reality of how this shakes out in organizational psychology may position things a little differently.

You can certainly give or assign responsibility. Many in the workforce wait patiently to be provided with the next task. When they aren’t provided, they aren’t productive. Often they will just wait.

These people only follow. This isn’t necessarily bad, it may be about style, respect, or in some cases a lack of motivation.

Successful organizations today probably need more leaders. That isn’t the same as more chiefs, but more people with high initiative and who jump in and get things started and finished.

Take Responsibility

There is a different story about responsibility though. Responsibility often isn’t about giving. Responsibility may be more about taking.

When someone is nervous or afraid of the big task in front of them, we may say, “You’ve got this!” Of course, the desirable affect is to inspire confidence and commitment to the task in front of them. This often works, but it is much different from them saying, “I’ve got this!”

In the workplace, or in life, people can give responsibility. However, success is much more likely when people take it.


Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a five-time author and some of his work includes, #CustServ The Customer Service Culture, and Forgotten Respect, Navigating A Multigenerational Workforce. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+

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Leadership Development: How Do You Know If It Worked?

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People always have questions, but they often aren’t asked. When it comes to leadership development, how do we know if it worked?

Leadership development appreciative strategies

Leadership Development

Leadership development might be a catch all phrase for supervisory, managerial, or leadership training. There are many competences that may be involved in leadership development and it always depends on the target audience or participants.

Some slight variances might exist from industry to industry, and variances definitely exist with level of responsibility or organization size. While the basic leadership skills for front line supervisors might have similarities to the concepts of leadership in the C-Suite the total package of competencies likely has at least a few differences.

Organizations often invest in leadership development training. Many believe it is a very wise investment, but how do we measure the success? What is the ROI (return on investment)?

Metrics and Measurements

Here are seven possible metrics or measurement criteria:

  1. Employee Turnover. Turnover ratio for any business or organization might change for many reasons. Leadership has a direct impact on the culture of the organization and turnover could be a valuable metric.
  2. Satisfaction Survey. Satisfaction surveys can help point to the success of leadership. This can be an employee satisfaction survey or it could even be a customer satisfaction survey.
  3. 360 Assessments. The 360 assessment is a valuable tool for understanding leadership competencies from the perspective of others within (or sometimes outside) of an organization. It can also be administered to entire teams for group results.
  4. Sales Revenue or Profit. Depending on the areas of focus for the leader an increase in sales revenue or gross profit might provide evidence of success in training. It also can be an easy number to measure ROI.
  5. Relationship Portfolio. How big or what is the depth of relationships? How many contracts, entities, or service agreements are active under management?
  6. Business Growth. Is the business or organization growing or if it was in decline has it stabilized, right-sized, or otherwise improved? This might be measured in numerous ways.
  7. Unique Metrics. Last on this list but certainly not the least there are many other ways to determine ROI. You might consider something as simple as a pre-test followed by a post-test. You might have metrics for quality, productivity, waste, and many others.

Knowing It Worked

Perhaps one of the most important things to consider is that you should always determine the method of evaluation in advance and understand your baseline or starting point. Evaluation can, and likely should be, measured through both metrics connected to monetary values and those that are intangible.

Also important but sometimes forgotten is that training success is contingent upon changed habits or behaviors across time. It is easy for any individual or team to show short time signs of improvement only to default back to old ways when under duress or as measured across longer periods of time.

Can the success of leadership development programs be measured and improvements maintained?

I say yes, what are your thoughts?


Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Dennis Gilbert on Google+

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