Leadership Exercises (Part II)

Two weeks ago, I shared the leadership exercises in the first part of my book The Odyssey of Self-Discovery: On Becoming A Leader, I discussed how self-awareness was the fundamental first step for aspiring leaders. Self-awareness is the ability to know what we are doing as we do it and understand why we are doing it. Though an intentional and conscientious process, you gain a better understand who you are and what is truly important to you.

This week, I am sharing the leadership exercises in the second part of my book. This part of the book describes what makes great leaders, and how they create organization vision, make decisions, and foster environments which enable people to find the best way to achieve organizational objectives. Successful leaders, regardless of what levels they are in the organizations, clearly define and communicate a vision for the team. They are willing to take charge and do not shirk from making decisions. The focus on short-term objectives, but also always have the mental clarity on what the long-term impact they are trying to create. Here are all the exercises in Part II of the book:

Chapter 6: Clarity of Vision Helps Prioritize

Develop a vision statement for the team of which you are already a part. Ensure the vision statement for the team resonates with the team members but also aligns with the overall organization objective. 

Chapter 7: Maintain Long Term Focus in A Short Term World

As an exercise, make a list of your short-term deliverables and write out how successful completion of the short objectives would benefit the long-term vision for you as an individual, and also the long-term strategic objectives of the organization. 

Chapter 8: Between Your Dreams and Reality Is Action

Identify one business or personal decision that you need to make in the near future. Ask yourself if you are delaying making the decision simply because you are afraid of making the wrong decision or you genuinely believe you would have better insights for a better decision later, even considering the opportunity cost. 

Chapter 9: Why A Tiny Rope Can Hold an Elephant

Identify something at your workplace that you have always wished would get done but has not happened for whatever reasons. Identify two imaginary constraints which are stopping you from making it happen. Develop a specific plan to overcome the constraints. 

Chapter 10: Inclusion Starts with Self-Acceptance

When you choose potential mentors, do you pick people whose experience aligns with yours? Seek out a mentor with a very different background. Getting outside of your comfort zone can not only help you, but potentially help the other party as well.

Chapter 11: Good Communication Starts with Listening

Look at your emails and tally how many times you used business jargons or acronyms that may be hard to understand. Also, track how many times you communicated in emails with people from different disciplines or different working cultures. Set a target and a reminder for yourself a month from now to reduce your use of jargon.

Again, I would love to hear your thought and feedbacks.

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Leadership Exercises (Part I) (06/13/2023)

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