Evolving Digital Leadership 1st Edition James Brett - Solutions

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As you complete this book and reflect into the future, what choices have you made or need to make for success?Are you owning your choices and Four Powers as you move forward?
Consider a time when you allowed your attention to distracted enough to cause a problem. What will you now do differently in order to keep your attention focused on what’s important?
How does having an awareness of the Human Full Stack(and its key components of frontend communications, meta-programs, enneagram personality types, and stages of development) change your perspective on yourself and others? How might it increase your effectiveness and experience as a digital leader?
Which of the four steps of the evolution helix do you think is the most important for you to focus on first? What is it about this step that makes it the most important?
How does having an awareness of the Career Success Pyramid change your approach to your leadership career? How does it change how you support your future leaders?
How has your view of what it means to be a digital leader changed after reading this book?
Are any of your people currently struggling to make a digital leadership career choice? How might you help support them?
How might you apply concepts from this book to develop and grow your people?
Have you ever mentored someone? Are you willing to be someone’s mentor? What steps might you take to start that process?
How has your awareness developed through reading and using the concepts in this book?
Can you recall a time (from earlier in your career) when you operated from an earlier stage of development? How has your thought process and style evolved since then?What triggers or events caused major shifts for you?
At which stage of development would you consider yourself to be: Expert, Achiever, Catalyst (or above)? Has reading this book shifted your development perspective?
What did you enjoy most? What was it that made it enjoyable?
What parts of the book have you (consciously or not)dismissed or avoided? What is it about these parts that you don’t align with? Could they be pointing to a growth opportunity for you?
What ideas or changes have you implemented already?How is that going? Would you recommend these changes to others?
Did you do the self-reflection questions in the book? If not, why not?
What are the top three things that you have taken away from reading this book?
How, and with whom, might you apply reflection techniques within your organization?
How might you and your organization make a positive contribution to these changes in society?
What changes in society are happening right now that your organization might leverage?
What strategy do you have (or need) in order to build your organization’s AI capability?
On average, do you consider yourself to be a leader that isa) struggling to keep pace with change,b) keeping pace with change, orc) leading change and disrupting? What do you need to do to lead change more often?
What new practice could you try in order to raise your awareness of any patterns you may be running or blind spots that you have?
Who might you seek feedback from that would assist in your development at this stage in your journey?
How do you feel about soliciting feedback from a wide variety of sources? Are there some sources that you don’t feel comfortable asking for feedback? What do you believe about that source that makes receiving feedback from them difficult?
Spend time reflecting on your answers to Questions 1-4 Are there any insights you gained?
Which of the five beliefs do you resonate with most?Is there one that, if you adopted it in your life, could positively change the way you show up each day?
How often in a week are you frustrated with those around you? Think back to a recent situation where you felt this way. Was there anything you could have changed about yourself in this situation to cause a different outcome?
When considering the levels of perspectives in Figure 17-3, which levels would you consider are your weaker ones?
Are you ready to commit weekly time and energy to reflection? If not, what is more important to you?
Consider your current technical debt level: Are you and your team in agreement on the level of technical debt?What, if anything, do you need to do about it?
What do you need to learn about your organization’s industry, commercial model, strategy, structure, or people, to put you in a better position to influence stakeholders?
How would you rate your ability to balance advocacy and inquiry when dealing with stakeholders? Does it change based on their authority level?
Are there any stakeholders who you had not realized are key stakeholders you need to engage? Was there anything specific that caused you not to be aware of them initially?
Populate your stakeholder relationship map. Are there any stakeholders who you are consciously not engaging?What do you believe about those stakeholders that is preventing you from do so?
How might you create a real learning culture in your organization?
What do you think are your individual strengths and challenges in your role as a coach?
What meta-programs (discussed in Chapter 9) impact the effectiveness of communication between two people?
How would you rate your organization’s seven elements of a great tech brand? How would your teams rate it?
Are you coaching your people right now? If not, what is stopping you? What is more important to you than their growth? (Be honest with yourself!)
How do you think your Enneagram type and preferences impact your emotional states and distractions?
What state do you need to create to have the biggest impact on your intentions? What strategy can you employ to manage this?
Watch McGonigal’s TED Talk (“How to Make Stress Your Friend”). How do you think about stress? Are you aware if you are becoming over- (or under-) stressed?
When considering Figure 14-4 and framing your task and initiatives, how would you rate your ability to step back(multiple times) to gain broader context and perspective?How is that impacting your effectiveness?
During your working week, what distracts your attention away from doing “important” work the most? Are these external distractions or something that you are doing internally (procrastinating)? What is it about this distraction that makes it so challenging to solve? (Is there something more
Take a piece of paper and draw what you think approximates to your own average Monday to Friday energy profile(as per Figure 14-2). How does it inform how you might restructure your day?
What intentions do you have for your personal growth?Is there something in Part II: Awareness that you learned about yourself that could fuel an intention?
What frames do you hold about engaging stakeholders?Are there stakeholders where you know you have not put in enough time and energy? How might you revise these frames into something more empowering to enable you to engage with these stakeholders?
How would your team describe your attention to their personal growth? Do you have growth or development plans for each person? How did you last manage the poor performance of a direct report?
On average, how would you rate your level of curiosity in your role? Are there instances where you are more curious than others? What is present (or not) when you are most curious?
For the three items in the previous question, which was most and least important to you and why?
On a scale of 1-5 (1 being not at all, and 5 being extremely important), rate how important the following are for you right now:a. Your own personal growthb. The growth of your team(s) and peoplec. The growth of long-term stakeholder relationships
Do you have a purpose that you are inspired by? If so, write it down in one or two sentences. If you don’t have a purpose, write down what you are passionate about and think about how the outcomes of what you do have an impact on people that is wider than your role and organization.
For each of the three meta-programs (Quality of Life, Preference, and Attention), try to determine where you sit on the spectrum. If need be work with someone close to you and ask for personal feedback.
What extrinsic rewards do you currently need (or want)to feel successful and have a high quality of life?
Where in your life are you not making the best choices?Remember than not making a choice is choosing not to choose and choosing to carry on with the current situation. How might you take more ownership of these choices?
Recall a scenario where you reacted in a less than ideal manner. If you had fully owned each of your four powers(Thoughts, Feelings, Communications, and Actions), how would you have responded? What impact would it have on your career if you could do this the majority of the time?
Assuming you didn’t answer 5 to the last question, what is it that is holding you back from full commitment? If you did answer 5, what is that has driven you to be fully committed?
How would you rate your current level of ownership of your career on a scale of 1-5 (1 being no ownership, 5 being fully committed)?
List five important people in your life and see if you can identify their Enneagram types (you can include friends and family). How might you change your interactions with them knowing this?
How might you adapt your style or operation in order to achieve higher levels of success?
For your type (identified in Question 1), follow the stress(pointing away from your type’s number) and health arrows (pointing toward your number type’s number)to the two types that you integrate and dis-integrate to.What can you learn about your personality style in these emotional states?
Which of the nine types do you think most describes you? What attributes of that type do you resonate with?
How might your team respond to you experimenting (or shifting) one of your meta-programs to the other end of the spectrum? What might you do to alleviate any challenges?
For the key people in your life, what meta-programs have you observed them running? Knowing this, how might you adapt your communication to achieve better results?
Which meta-program that you run is impeding your professional success most? How might you re-tune it?
What is your preferred communication channel (Visual, Auditory, Kinesthetic, or Auditory Digital)? How does this impact the way you communicate?
For each of your teams, what stage on average does the team operate at? How might you change how you engage with them now that you have an idea of the stage of development?
Choose 1-3 people who are critical to your success.What stage do you think they are at? What impact is that having on your role and your potential for success?
How do you think you might identify whether an individual is at the Expert or Achiever stage?
What stage do you believe you currently operate at?How is this stage impacting your role?
Which of the generalizations identified in Question 4 are valuable and which might cause problems?
Write down five generalizations that you make in professional contexts.
Are you a “big picture” thinker or do you prefer finer details?
How might the answers from Questions 1 and 2 impact your ability to be successful?
What do you think is your boss’s (or most significant stakeholder’s) preferred mechanism?
What is your preferred mechanism to process information:visual, auditory, or kinesthetic?
How often do you take the time to reflect and integrate your experiences? What has been the most effective way you have integrated your lessons?
Do you consciously choose how you spend your time?Or do you get pulled into reaction mode on a regular basis (urgent versus important)? How might you change this approach?
Describe a time when you were so focused and intent on something that it was relatively easy to achieve? What intention did you set?
How much of an impact does getting distracted have on your quality of life and career?
Can you think of a time when your awareness shifted?What impact did it have on the way you operated?
How might your work satisfaction and success levels change if you deeply understood (with a 4 or 5 rating) all four areas listed in the previous question
How deeply do you understand the following (1 being not at all, 5 being a very deep understanding)?• Yourself• Your teams• Your stakeholders• Your customers
How might you prepare yourself and your organization now for these shifts?
Which new technology trend or shift in social culture will impact your organization the most? Which will impact you personally the most?
How do see the changes of the future impacting you personally in your market, industry, region, and country?
How has your role changed over the last 10-15 years?Can you map your journey on the Digital Situational Leadership grid shown in Figure 5-1?
Do you believe that this dictatorship level is optimal for your current situation?
On average, how would you rate your technical dictatorship level (see Figure 4-3)?
What action(s) do you need to take to make this shift?
How specifically will addressing this recommendation shift your career path?
What is it about the recommendation identified that makes it the most important?
Which recommendation on the Career Success Pyramid do you need to focus on to best impact your career?
What activity could you run with your team to help alleviate anxiety?
What is one action you could take to share more about your journey with your peers?
What is your current definition of success? Do you need to update it?
What is it that pulls you away from your least inhabited mode?
What is it that draws you toward your default mode of operation?
When considering the Digital Situation Leadership model and the four modes of operating: Get Stuff Done, Futurist, Friend of the Team, Utopian:a. What is your preferred (of default) mode of operationb. Which mode do you least inhabit?

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