CONFIDENTIAL ##
機密
3
COMMUNICATION
KEACHING DOWN
DISCIFLING
PERSONAL EXAMPLE
Could, conceivably, anything serious, repeated and wide- spread be happening within my area of responsibility; em 1 complacent; do I avoid asking awkward questions.
What feedback do I get from the public; how can 1 extend this feedback.
Am I satisfied with the communication I have with senior officers; am I kept sufficiently in the picture.
- How do I communicate with my staff; do I keep them
sufficiently in the picture.
- Do I communicate my staff's views, opinions and problems
to levels above me.
If I don't communicate views, I must think they are not valid; is that really so.
- If I don't communicate problems, I must be supplying the
answers; is that really so.
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How often do I get out of my office to see my staff at work; to see operational conditions, to get the feel of morale, to let them see that I care about their problems, to project myself as their leader, to motivate them.
Do I recognise that sometimes my staff, however well led and motivated, will let me down by laziness, lack of diligence, etc.; in these circumstances, are they aware that I will take disciplinary action.
Are they aware of the circumstances in which I will take disciplinary action with determination.
- Am I setting a good example in time-keeping, dress, enthusiasm,
diligence.
AM I EXERCISING A LEVEL OF LEADERSHIP AND SUPERVISION COMMENSURATE WITH MY POSITION.
CONFIDENTIAL
機密
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