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their skills and knowledge whether they are charismatic, pragmatic or a
healthy mixture of the two styles.

The instrument

It is mere snake oil to suggest that in a complex area of human behaviour
simple or simplistic answers are either possible or desirable. The aims of
instruments such as this are to:

n Provide information and ideas that the individual can think about,
challenge, adapt and adopt or reject.

n Deliver in a simple form an opportunity to see ourselves as at least
one other sees us.

n Offer a simple tool that will help to develop a consistent and
appropriate leadership style throughout the organization.

n Protect individuals from assuming that they display traits that
they do not and being misled into attempting to use strengths that
they lack in the eyes of others.

n Offer viable alternative behavioural strategies to those who might
find attempts to inflict a “one size fits all model” uncomfortable
and unworkable.

n Provide a basis for further personal development through training,
coaching, mentoring or through acquiring and practising neglected
life skills.

When working through these “answers” please read them all, not only
those that reflect your choices.

Comments on your answers and some thoughts that you may want to con-
sider

Situation one

You are offered a promotion that will require you to work in a field in which
you have no interest and with people for whom you have little respect. If
you accept the promotion it will, of necessity, take you away from the as yet
unfinished task of building the best team in your sector devoted to a mis-
sion to which you are committed. On the other hand the corporation has a
culture of never asking twice and the promotion, should you take it, will
not only provide you with greater personal security, but with fast track
promotion prospects. In fact it is very likely to take you right to the top in
a few years. You have no obvious successor with the ability or commitment
to complete your mission where you are at present and the new task will
take all your time if you are to succeed.

94 Key management questions