Diversifying All-Rounder

Learn more about the Diversifying All-Rounder

Diversifying All-Rounder

flexible, balanced, fast-learning

Your superpower:


You are not easily thrown off course.

Dynamics of the Leadership Task:

Autonomy Orientation and Identity
Developing and maintaining a clear identity of who you are is a central struggle for every leader. The degree of achievement will define your level autonomy, influence which roles you choose and shape your relationship with others.

Control Orientation and Intention
Leaders are geared to create impact, but vary on the extent they are guided by an inner calling. The orientation to control indicates how, as a leader, you hold yourself personally responsible to define strategies and drive implementation.

People Orientation and Inclusion
Leaders with a distinct people orientation will recognise that attaining desired outcomes is also the result of collaboration and inclusion. A high orientation will emphasise being part of a community and relying on others to cope with complexity.

About the Diversifying All-Rounder


You are confident and there is not much that can slow you down. Your team is motivated because you ask for individual input and everyone is encouraged to participate in the decision-making process. Your energy is focused on the tasks at hand and you are very much aware of any changes that are going on around you.

Side Effects

It is very unlikely that you can have an expert grasp of every subject. It may be worthwhile to consider which tasks you should be handing off to someone else. If you continue to manage too many tasks at once, you run the risk of losing sight of the bigger picture.


Clarity aids you in evaluating risks. Give yourself the space to get a full idea of your challenges and tasks. This will allow you to be more flexible and you will be able to adapt to changing situations faster.


Decide on a specific task that you can hand off to someone else in the next few days.

Now take a piece of paper and describe the task. Write down the name of the person you are giving the task to. Write down exactly what she is responsible for. Describe the results you want to achieve in detail.

Make sure that the person has all the necessary resources for the task. Schedule appointments for feedback now, including dates and times. Clarify, in writing, any risks involved in handing over the task. List possible mistakes that could happen to this person and note in advance how you will support him or her in gaining valuable learning experience.

Whether you think you can, or you think you can't – you'll be right either way.

Henry Ford

Famous Diversifying All-Rounder

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