Above the line – the positive place to be

Accountabilities – the behaviours and results we commit ourselves to achieve

Accountability – accepting the results of our actions and what’s expected of us

Accountability ladder – a progressive journey to demonstrating full accountability

Accountable behaviour – things happen because of what I do

Activity – performing the tasks required from your job or project

Alignment – all focussing on the same outcomes

Aspirations – your future achievements

Assessment – a progress check to see how you are progressing

Attributes – personal unique talents you are born with


Below the line – the negative place – not to be

Birth – the initiation or creation, effort gives initial negative return


Career plan – the next formal steps in your future

Cascade – to reliably repeat purpose though levels in the organisation

Celebrate success – providing people with constructive feedback on successes

Change – nothing stays the same

Common goals – focused on achieving agreed outputs and results

Communication – asking, telling, listening and transacting

Competencies – a combination of knowledge and skills

Context – understand how and why things are the way they are

Continuous improvement – always looking for a better way of doing things

Core competencies – the knowledge and skills essential to doing the job

Crafted – built in a creative way

Creativity – turning an idea into action

Cross skilling – having a range of skills beyond those expected from the job and in so doing be a very valuable team member

Crucial conversations – those difficult discussions that make us uncomfortable or insecure

Culture – how we think and feel, what we say and do and what it all results in


Death – the end of usefulness, negative returns for effort

Decision making – choosing the best possible course of action based on structured thought

Delight – going the extra mile, exceeding the expectations of the job

Deliver – producing what your job description sys you are employed to produce

Determination and drive – the willingness to continuously grow and improve yourself and your performance

Development – continuously improving our knowledge and skills

Development plan – knowledge and skills you need to develop to take these formal steps in your future

Diagnostic review – continuous feedback on how you are doing

Differentiation – the things we do and produce that sets us aside from our competitors

Dreams – the things you hope for beyond your vision


Each one teach one – each person in the team sharing their unique knowledge and skills with the other team members

Effective – doing the right things right

Emotional awareness – understanding why you feel the way you feel

Emotional competence – your knowledge and skills to use your emotions positively

Empathy – being able to understand someone else’s story and hence their point or circumstances.

Empower – having the competencies to achieve something

Engagement – taking action and doing things because you want to, not because you have to

Excellence – being as good as or better than the best

External accountabilities – imposed on you, job description, rules, policies, procedures


Fear – the belief that things will get uncontrollably worse

Feedback – to provide people with meaningful, appropriate information

Fish bone – a process of solving a problem by step by step investigating all the possible causes of the problem and identifying the real problem and best solution

Focussed teams – a group of people with a common aligned purpose, goals and common values

Formal team roles – the activities you must carry out in order to do your job

Freezing – waiting for someone to do something about it


Goals and objectives – measureable outcomes to be achieved within a time period

Growth – the continuous transformation, effort gives optimum return

Growth curve – the life of everything, all things are created, go through a life cycle and die!


High performance teams – a team that meets or exceeds all its goals and standards

Hope – the belief that the best is yet to come

Human capital – how valuable you make yourself to the organisation


Ideal problem solving – identify, define, explore, action, look back

Identity – everything that defines who you are

Imagination – being able to think – ‘what if’

Improvement plans – a schedule of actions to be carried out to improve a situation against agreed dates

Individual leadership – demonstrating the knowledge and skill required to lead yourself

Informal team roles – the activities you will be asked to carry out based on your unique attributes

Insight – getting feedback and understanding of why you do what you do

Internal accountabilities – self-imposed based on your commitment, values and beliefs


Jumping to conclusions – deciding on what to say or do before you have the full/real story


Leadership style – the way we behave as leaders

Leading change – providing people with direction when change must be introduced

Listening – showing that you understand what you hear


Mastery – being the best at something

Maturity – the slowdown and reduced return from the same effort


Obligation – a personal commitment to doing what’s positive and right based on our beliefs and values

Organisation values – a moral framework that the organisation provides you to make decisions and choose our behaviour

Outputs – the measureable results you are expected to achieve

Owning your development – develop yourself, don’t let it be done to you, do it to yourself!


Passions – doing the things you are good at and enjoy doing

Performance feedback – how am I doing?

Performance improvement plan – an agreed time based detailed plan to improve performance based on feed back

Performance standards-the required level of output required from a competent person

Potential – how influential you are, how driven you are and how good your judgement is

Problem Solving – finding solutions to issues and opportunities by identifying the real cause of things happening and proposing a course of action to improve

Productive – adding value in everything we say and do

Project approach – using a structure that has logical steps to solve a problem or implement an idea, starting with the purpose and ending with the results required

Purpose – explaining the reason for why we do what we do


Quality of life – striving to be happy at home and at work


Reflex – doing what you’re told to do

Relationships – the way we treat each other

Resisting change – wanting to ensure that everything stays the same

Results – the valuable outcomes we want to achieve

Rights and obligations – you have certain rights but each one has an obligation- if you want the police to protect you, never bream the law!

Role clarity – knowing exactly ‘who’ is held accountable for delivering’ what’

Role duplicity – when two people are held accountable for the same thing

Role overlap – when two people can assist each other by doing the same task to ensure cover in case someone is unavailable

Role rigidity – not doing anything that’s not part of your job

Roles – the part we are expected to fulfil in our jobs and teams

Rules – a formal framework of what’s right or wrong


Sameness – doing just the same as all our competitors

Selfassessment – being able to comfortably discuss your strengths and weaknesses

Selfawareness – making an effort to know and understand yourself

Selfknowledge – getting knowledge and insight on how people perceive you

Selfregulation – having a strong values system

Skills matrix – a picture of who in your team is good at what and where they need development or training

Social skills – being able to communicate well

Societal norms – the values and behaviour normally expected of people

Solutions – the very best (cost, quality etc.) things to do to solve the problem

Strategies – the plans we draw up to achieve our vision

Strengths – the things that we are good at and enjoy doing

Symptoms – a range of indicators telling you something is right or wrong

Synergy – combining to a better result


Talent – the things you are really good at

Team goals – agreed team outputs

Team leadership – demonstrating the knowledge and skill required to lead a team

Team outputs – the outputs, vision, strategies, goals, targets, etc. of the team

Team Process – the policies, practices, processes, competencies, etc. of the team

Team Spirit – the values, culture and behaviour, etc. of the team

Teamwork – helping each other to overcome weaknesses and grow strengths

The business case for change – does it make economic sense to change

The real problem – the real result and cause of the problem, not the symptom

The story – making sure you get the real story before you take action or respond

Thinking hats – pretending you have a hat on that guides the way you should think

Transactional analysis – communication is two way, like a transaction and a leaders must be able to read it!


Values – what you do when no one is watching you

Victim behaviour – things happen because of what people do to me

Vision – creating a clear picture of how we see the future


World class leadership practices – a range of behaviours that really good leaders demonstrate

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