Essential Leadership TraitsSeven leadership traits constitute the self-empowered Kaizen leadership model. The leader develops the ability to balance, integrate and facilitate the 7-Es in a dynamic continuum: 
1. Evaluate 2. Engage 3. Envision 4. Enable 5. Empower 6. Execute 7. Energize Leadership Trait #1
The Ability to Evaluate Evaluation is critical at the beginning, at the end of a cycle and parlays into process monitoring throughout. The ability to evaluate without prejudice and with a clear perspective of what is being evaluated and why, ie. having a clear, unbiased understanding of the shared vision, is a prerequisite of responsible leadership. Sound evaluation processes cultivate the ability to be compassionate, objective, impartial and committed to: Evaluation measures return on effort and return on investment, assesses impact and validates the process to drive the kaizen, continuous improvement cycle. Leadership Trait #2The Ability to Engage Gathering Information, Gaining Perspective, Inspiring Support Realizing the value of diversity, the leader invites others to share information and insight and provide perspective. The open invitational process provides for a fuller understanding of challenges and opportunities and creates mutual understanding and respect. Those engaged at this stage are primed for further engagement in any or all of the subsequent processes - a valuable and respected resource. Leadership Trait #3The Ability to Envision Creating a Compelling Vision and Roadmap Aware of the internal and external context/situation (history and trends), the leader envisions “what can be”. A clear future vision, once created, is tested against the leader’s personal goals and objectives and presented to stakeholders for feedback. The leader’s vision sets the direction, identifies objectives and values, and gives rise to the:
Visions provide a framework for planning. Leadership embodies the mission in a multi-dimensional style, which infuses all organizational levels with the spirit of the mission that positions achievement potential limited only by imagination. Leadership Trait #4The Ability to Enable Creating Systems and Processes that Support Strategic Action The leader assembles the right people and necessary resources and ensures enabling processes and systems, that promote productive action, are created and in place. This stage requires tough choices be made on approach, strategy and style/type for:
Planning methods are defined to invite contributions from all stakeholders and dynamic communications structure are recognized as vital for empowerment. Organizational structures are designed to support networking and networking supports administration in a reciprocal relationship. People at all levels of the organization are recognized to have valuable knowledge, experience and unique perspectives. Stakeholders accept ownership of the plans’ elements via dialogue and conversations. Everyone understands their role in the organization. Achievement and productivity is balanced with personal and professional development, creating the possibility for individual career development. Life-long learning is a shared value. Leadership Trait #5The Ability to Empower Creating a Culture of Trust, Openness and Mutual Respect Leaders build collaborative teams with shared values, and empower their people to work to their best. To do so, the leader clarifies:
Planning processes provide for measurement and feedback. The plans are iterative and well socialized which make them executable, focused, integrated, adaptive and flexible. People feel entrusted which frees them to take autonomous action and can be transformative in how they see themselves, instilling a sense of confidence that inspires and invigorates. Self-concepts can be positively affected by how effectively managers challenge their people to help them achieve and see themselves as increasingly competent. The resulting shift in self perception is a source of courage which employees can draw on for the rest of their careers and, in turn, also see their leaders as role models for their own behavior. In an atmosphere where mistakes are treated as learning opportunities, people feel encouraged to take risks, test innovations and develop bold new initiatives unleashing creative energy. Free-flowing horizontal and vertical feedback and feed-forward communications enables exchange of information and ideas across all boundaries. Leadership Trait #6The Ability to Execute Managing the Process, Executing the Plan Responsive to Context Self-empowered leaders internalize and ground the vision to ensure the system sustains goal focus. The leader responds to shifting trends (context), internal dynamics and external stakeholder relations, balancing the various forces at play to further the enterprise. Teamwork is a powerful aspect of every organization. Leaders working side by side with their people enable high quality, empowered teams. Personal interaction, respect, and honesty create conditions where traditional organizational boundaries are transcended. Team accomplishment leads to an increased sense of personal achievement, meaning, and contribution to a greater purpose. Acknowledging achievements helps the system stay process-focused and results oriented. Celebrating milestones and personal contributions builds commitment and honours its integrity, encouraging it to be open, alert to challenges and responsive to emerging opportunities. Leaders, committed to seeking out transformational opportunities, both large and small, engage their workforce through conversations and dialogue. Committed to do their best people make every effort to maintain and exceed standards to create best practices in a process of continuous improvement. Allocating resources, time, and subject-matter experts to share good ideas, leaders engage others and inspire possibility-thinking while recognizing and rewarding innovators thereby cultivating the ability to adapt. Leadership Trait #7The Ability to Energize Leaders receive feedback from the emerging system, (their team) the context, through introspection and self reflection. Listening to, heeding and reflecting on feedback received, from the increasingly complex system, enables the leader to maintain balance. In turn, the leader feeds forward relevant information gained, making necessary adjustments, and energizing the people, the process and enhancing the system’s coherence and resonance – and inspiring a can-do/will do attitude and building commitment to action. People are energized and inspired when they see leaders taking time to notice their potential, and deliberately choose to coach, mentor or invest in their personal and professional development fostering higher personal investment, commitment and intrinsic motivation. Giving people the opportunity to excel, a chance to make a contribution, creates a sense of personal meaning, a sense of belonging and higher purpose, raising personal and professional standards As the 7-Es of self-empowered leadership cycle continues, success rates develop increasing self-confidence, achievement and a personal sense of fulfillment.
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