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The SAMMER Test Cheat Sheet by

test     leadership     sammer     repeatability

Introd­uction

The SAMMER Test is simply a way of testing the results you intend to achieve, or the results you actually achieve, to insure they are the right results.

The author asserts that most leaders get the wrong results or the right results in the wrong ways. He offers the SAMMER Test to help you align the results you need to achieve with the results that you actually do achieve.
Credit: Brent Filson The author of 23 books on Leadership
He is founder and president of The Filson Leadership Group, Inc
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S - Sizable

Whatever results you are getting now, you can always get more. Not only can you get more; but as a leader, you MUST CONTIN­UALLY STRIVE TO GET MORE. Sizable is not an option. Sizable is a necessity.

A - Achievable

Many leaders impose unreal­istic expect­ations on people and so lose their trust and confid­ence. People must be challenged to do what they don't think they can do, but they must also be able, ultima­tely, to do it.
Tip: Making achievable happen in the realm of sizable. Say to whom you are challe­nging: "I know you don't think you can meet the challenge I set for you. But I know you can, and I'm going to support you in every way possib­le."­

M - Meaningful

Leaders who find little meaning in their jobs or the results associated with those jobs, shouldn’t be leaders, or they should change jobs and/or results. Most leaders understand this. But few leaders understand that meaning also involves the jobs of the people they are leading and the attitudes of those people toward those jobs and the results the jobs aim to achieve. These leaders stumble on what I call the Leader’s Fallacy.

The Fallacy operates when leaders believe that their beliefs are automa­tically recipr­ocated by the people’s beliefs. The fact is, because leadership is challe­nging people to do what they would not otherwise do, leaders’ belief is seldom recipr­ocated. Automatic recipr­ocity is an illusion. If it happens, great. But for the most part, leaders have to work at making recipr­ocity happen.
 

M - Measurable

There is no value in business without measur­ements. Measur­ements link disparate things, organize activi­ties, and help unify those activi­ties. Apply precise, meaningful measur­ements to the results we want before we challenge others to get them. Without measur­ements, we can't make consistent improv­ements. Make sure your measur­ement system conforms to four attrib­utes:
RELIABLE
REPEATABLE
ACHIEVABLE
CONTROLLABLE.

E - Ethical

As a leader, you not only have to get results, but you have to get the right results. Results only happen when people take action. To get the right results, they must take right action. Ethics help promote right action.

Ethics, then, are not traffic lights, they're running gears. Ethics shouldn't impede your getting results, they should help you get more results.

R - Repeatable

Evaluate your leadership and others not only on the results you achieve and don't achieve but on the results that you REPE­ATEDLY achieve.

Repeat­abi­lity, must deal with process. A process is a series of mental or physical steps leading to results. Often, results are not as important as the processes you develop in getting the results. Repeat­ability is promoted when you identify the steps that helped you get those results then apply those steps as a process to get more results in that area or get additional results in other areas.

In that way, you make repeat­ability a driving force of your leader­ship.
Just because you’re getting results doesn’t mean you’re being succes­sful. Success hinges on getting the right results in the right ways. Whenever you must lead people to achieve results, apply the SAMMER Test to clarify, priori­tize, and give direction to the actions that must be taken to achieve right results.

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