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Situational Leadership® II (SLII) is recognized as both a business language and a framework for employee development that transcends cultural, linguistic, and geographical boundaries. Bringing together highly engaging classroom activities with pre- and post-tools helps reinforce, measure, and cement learning. Emotionally compelling videos, leveraging Hollywood talent, draw learners into character challenges, helping link content to practice and showing them the painful ramifications of not using SLII. Learners are taken to the edge of their comfort zone and participate in challenging activities that require them to demonstrate their familiarity with SLII content and teach them how to integrate material into their own personal leadership style. A self-study, momentum building video called The Power of SLII drives excitement and anticipation on the front end of learning and managers can use it as a refresher with team members so that everyone can learn the language of SLII. Access to videos, game cards, conversation starters, and streamlined participant materials include a new 12-module SLII Challenge, SLII Fitness Test, Goals Worksheet, SLII Worksheet, and One on One Worksheet.
If your dream is to become a CEO, we suggest that you sit down with somebody who know you very well, and work through the seven self-assessment tests in this chapter. We do not suggest that you put the results on an Excel spreadsheet and score each characteristic on a scale from 0–10 to find an average score within two decimal places; rather, we suggest that you use the traffic light concept to very carefully mark each point in one of three colours, namely green, amber and red. Even if you ‘fail’ in one or more of the self-assessment tests, we recommend that you go through all seven of them. The first assessment test is about finding out what drives you to consider a career with the ambition to one day becoming a CEO. If you honestly feel that you are a Type A person, you have passed the test as it is our experience that Type A CEOs generally have more successful careers than Type B potential CEOs. The second assessment you should do is to go through our list of ‘sacrifices’ that you must be willing to make. The third test is centred on your characteristics, and once again we remind you that you must be totally honest. The fifth assessment we advise you to do is to assess where you think you are on our matrix, and to which point you think that you can move. If you have not yet had a management job with responsibility, you may find it difficult to score yourself. What have you done so far in your life that makes you likely to become a great leader and a successful CEO of a global company? This self-assessment is one where you will have to make a judgement on important things that you have done so far in your life.
It is not enough to know what you think about yourself: you must try to find out what your colleagues and bosses think about you.
We suggest that you keep your essay in a safe place throughout your career as a precious souvenir of the start of your career. If you and your mentor(s) are convinced that the results of the seven self-assessment tests indicate that you have what it takes and that you really want to pursue a career that can lead to a CEO job, the next steps will be to start planning your career, creating a personal brand and figuring out how you get on to the CEO career ladder. If you are just a little doubtful about whether or not a CEO position is right for you, you should consider trying regardless. If you have come to the conclusion that a CEO career is definitely not for you, you should start planning a different career and consider creating a personal brand as, ‘the effective manager’— an excellent and reliable Number Two man or woman or as a top-notch specialist for which there are many more great job opportunities than there are for CEOs. If you are a woman and have come to the conclusion that a CEO career is right for you but not at this stage of your life because you give priority to raising a family, you should not despair.
Female CFOs have much higher chances of becoming CEOs than colleagues who have chosen careers in hr, legal, IT, etc.
Whatever the outcome of your self-assessment test, you should now move on to Part IV, which covers all key aspects of career planning. Anne, a consultant geriatrician and Honorary Clinical Associate Professor at the University of Glasgow, holds a portfolio post with the Scottish Government and Joint Improvement Team as clinical lead for Integrated Care. Anne is passionate about support and care that are citizen led, fully integrate health, social care, housing, community and voluntary sectors, and are co-designed and delivered with enterprise and academic partners.
Ranald is Chief Executive of Scottish Care, the representative body for private and voluntary Care Homes, Care at Home and Housing Support services in Scotland.
Ellen is currently the Associate Director, Professional Practice for the Royal College of Nursing, Scotland.
Niki Maclean joined the SPSO in August 2005, taking on the role of Director in 2010 where she has responsibility for operational delivery. Prior to the SPSO, Niki worked as an HR professional, and has 12 years' experience within the fields of HR and organisation development across the public and private sectors including the teaching, health, legal and accountancy professions.
Jacqui Pentland is a Research Practitioner from the Firefly Research Team (led by Professor Kirsty Forsyth) at Queen Margaret University, Edinburgh. In 2013 Jacqui completed an MSc degree in Occupational Therapy based on her resilience research and recently gained a place on the Professional Doctorate course at QMU.
Rosemary has worked within the Scottish Court for 40 plus years as both a technician and a manager.
Claire has worked for Audit Scotland for ten years and is responsible for national audits of performance in primary and community care and housing.
Lynn Williams moved to SCVO in May 2012 following almost three years lobbying to improve the lives of Scotland’s carers at The Princess Royal Trust for Carers.
Valerie works for Snook, an award-winning service design agency with offices in Glasgow and London. Sue has an extensive professional health background in nursing, midwifery and public health.
The great thing about the ACES event is that it is also a genuinely fun day to attend- you have the excitement of the award for Scottish PA of the year, followed by a glass of fizz and the relax and pamper session.

Lincoln moved quickly to control the border states of Delaware, Kentucky, Maryland and Missouri a€“ slaves states that did not join the Confederacy.
Using these advantages, General Winfield Scott developed a two-part strategy to defeat the South. When 35,000 inexperienced Union troops tried to capture the Confederate capital at Richmond, Virginia, they were badly defeated at the First Battle of Bull Run (Manassas, Virginia). Confederate commander, General a€?Stonewalla€? Jackson earned his name at the battle by refusing to yield ground to the Union army. The a€?Anaconda Plana€? called for the North to strangle the southern economy by blocking all of her ports.
In an attempt to break the (increasingly effective) blockade the South created the Virginia a€“ an ironclad ship that no wooden vessel could defeat. On March 8-9, 1862 the Union Monitor and the Confederate Virginia clashed off Hampton Roads, Virginia. On April 6, 1862 while pausing at Shiloh Church in Tennessee, Granta€™s forces were attacked by General Albert Sidney Johnstona€™s Confederate forces in what became the Battle of Shiloh (Pittsburg Landing, Tennessee). On April 24, 1862 Admiral David Farragut led his fleet of 18 ships past the harbor defenses of New Orleans. If African-Americans were captured in battle the South would kill them or sell them into slavery. In late 1862 and early 1862 Union forces tried to attack the Confederate capital at Richmond, Virginia by way of Fredericksburg. The Union was victorious and many northerners believed for the first time that the war could be won.
In the spring of 1864 General William Tecumseh Sherman led 100,000 Union troops south out of Tennessee. After being trapped between General Sherman from the South and General Grant from the North, Robert E.
When 35,000 inexperienced Union troops tried to capture the Confederate capital at Richmond, Virginia, they were badly defeated at the First Battle of Bull Run (Manassas, Virginia).A  This unexpected defeat taught the Union that the Civil War would be a long one and would require a large army. The Uniona€™s western strategy in the West centered on control of the Mississippi River.A  Controlling the Mississippi would cut the Confederacya€™s western states off from the rest of the South. West of the Mississippi the Confederates attempted to take the border state of Missouri.A  Failing to take the federal arsenal at St. On November 19, 1863 President Lincoln came to dedicate the battlefield cemetery.A  He gave a short speech in which he reminded the nation that the war we being fought for liberty, equality and democracy.
Review your chapter outline, worksheets and quizzes.A  Take the on-line practice test and quizzes. Its foundation lies in teaching leaders to diagnose the needs of an individual or a team and then use the appropriate leadership style to respond to the needs of the person. Short, fast-paced learning scenarios using real work problems capture learners' attention.
The SLII Diagnosis App for smart phones and mobile tablets enables diagnosis and coaching in real-time and can be shared with team members. This person should be a mentor, a senior colleague or a search consultant should you already have a relationship with one.
Completing all of the tests and evaluating the results together with your mentor will be valuable for your future career—even should you decide not pursue a CEO track.
If your prime motive is money, power and recognition, you might be able to get a CEO job; however, chances are that you will not become a long-lasting and successful CEO.
Ideally, you should not see them as sacrifices because you love what you do and you learn so much. People with leadership potential typically learn and develop when given the opportunity to show their capabilities. If you really want to become a CEO and raise a family, experience shows that the CFO path to the top can work.
This chapter is tailored to people who want to pursue a career towards a CEO role; however, most of the advice will also help people to plan alternative careers. She leads work to transform care and support for older people and people with Multimorbidity in Scotland, participates in the European Innovation Partnership on Active and Healthy Ageing and supports the implementation of the National Delivery Plan for Telehealth and Telecare. Prior to coming to Scottish Care in 2007, Ranald had an extensive career in Social Work and Social Care across a range of settings. She is responsible for leading the professional arm of the RCN which includes managing and supporting the learning & development, knowledge and research and policy functions within RCN Scotland. Her focus at the SPSO has been on continuously improving the efficiency and effectiveness of its service in order to support improvement within the many public services SPSO interacts with. The Firefly Research Team collaborate with service users, practitioners and managers from health, social care and the voluntary sector to deliver evidence into practice and generate evidence for practice.
She holds a diploma in Management and Leadership from the Chartered Management Institute and was delighted to be a finalist at the NHS Allied Health Professional Advancing Healthcare Awards in 2013. Previously he was a consultant in old age psychiatry, national clinical lead for dementia with the Scottish Government and clinical advisor to the older people in acute care programme at Healthcare Improvement Scotland. She has been with the Office of Accountant of Court for the last 15 years - being involved in the management of the old Curatory cases prior to the implementation of the Adults with Incapacity (Scotland) Act 2000.
She has led on reviews of mental health, drugs and alcohol, the major pay contracts in the NHS, Community Health Partnerships and transport for health and social care. Previously, Lynn worked for Careers Scotland and Skills Development Scotland with a wide portfolio including equality, operational planning, and staff engagement in planning for service delivery.

She is an experienced service designer who focuses mostly on co-designing health and social care services, improving both the experience of the citizen and the efficiency and effectiveness of the service delivery. During her career she has held a diverse range of posts from Head of Midwifery to leading on service redesign for cancer and palliative care services across hospital and community settings. She has held a number of posts including Development Manager, Healthcare Manager, Complaints and Quality Assurance Manager and Inspection Programme Manager North area, prior to being appointed to Depute Director of Inspection, Adult Services at the Care Inspectorate. McClellan assembled a well-disciplined force of 100,000 called the a€?Army of the Potomaca€? and tried to attack Richmond again in the spring and summer of 1862. Lee - was always willing to take risks and make unpredictable moves to keep Union forces off balance.
Lee finally surrendered what was left of his forces after being surrounded near Appomattox Courthouse, Virginia.
Sumter in Charleston, South Carolina.A  President Lincoln declared the South to be in a a€?state of rebelliona€? and called for 75,000 volunteers for the Union army to quash the rebellion.
McClellan assembled a well-disciplined force of 100,000 called the a€?Army of the Potomaca€? and tried to attack Richmond again in the spring and summer of 1862.A  In the Seven Days Battle, General Robert E. LeeA  - was always willing to take risks and make unpredictable moves to keep Union forces off balance.A  After the Seven Days Battles, Lee decided to a€?go northa€?. Wagner, SC, the 54th Massachusetts Infantry Regiment, made up of free African-Americans, led a heroic charge.A  Half became casualties. After leaving Atlanta in ruins they tore through Georgia and South Carolina leaving massive destruction in their wake and decreasing the Southa€™s will to fight.
The people who help you with this assessment must be brutally honest, frank and objective—and you must be honest with yourself. A green light means that you accept whilst a red light means that you do not accept the so-called ‘sacrifices’. In other words, you must ideally find all 11 items exciting and natural to deserve a GREEN light. If you have not shown any initiative and have not achieved a few great things already, it may not be in your destiny to become a great leader and a successful CEO. We do not suggest that you use traffic lights here; the purpose is simply to provide you with an important outside qualitative view on how you are perceived. The self-assessment tests should also give you some guidance as to how big a CEO job you realistically should aim for.
He completed his undergraduate degree at Stirling University and his professional training at Nottingham. She has been with the team at QMU since 2009, before which she worked as a community Occupational Therapist in Edinburgh.
Before joining Audit Scotland Claire worked in acute and primary care trusts in the North East of England and for the Audit Commission. Lynn is an unpaid carer and continues to work in her own time to raise the issues affecting carers across Scotland. She has a PhD in Healthcare Service Design and is motivated by creatively addressing the challenges associated with engaging patients and citizens in co-producing public services. She also worked in the Middle East in the 1980s, modernising maternity services in this area.
Leea€™s forces forced the Union to retreat from around Richmond.A  General Lee became a hero to the South ever after.
Embarking on a CEO career without having what it takes and without being willing to do what it takes can only lead to frustration. If you are in the middle (mostly green but with quite a few amber lights and perhaps one or two reds) you should try to assess whether you believe that you can improve enough on your weak points to embark on a CEO career track. Needless to say, being at the bottom of the left-hand quadrant will give you a red light and the advice not to go for a career dreaming of becoming a successful global CEO. Give it a very serious attempt anyway, starting a career where you have the possibility of getting a small CEO job very early on in your career. He also has a Post Qualifying Award in Child Care Studies from Newcastle University and the Certificate in Social Services Management and Leadership from Robert Gordon’s. Prior to joining the RCN, Ellen was Head of Nursing for the Rehabilitation & Assessment Directorate in NHS Greater Glasgow and Clyde. Jacqui is currently co-leading a research collaborative called Making it CLEAR- community living, enablement and resilience (MiC)’, alongside Professor Forsyth. As one of two Deputy Public Guardians, Rosemary manages one of the multi-functional teams, the guardianship account review team and the investigation team which investigates complaints received regarding possible financial abuse of incapable adults. Focus on getting that first CEO as early as you can—no matter how small it is and where on the planet it is. The aim of MiC is to enable older people to live well within their communities by better understanding what supports them to remain resilient.
If you want to become a global CEO, your traffic light score should come out like this: predominantly green with perhaps very few amber lights, and definitely no red. Ranald is also involved in a range of Scottish Government planning groups for services for Older People. If not, the overall result of the assessment- tests may indicate that you have the potential to become a local CEO in a private company or a public organisation.

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