Confidential Report - Bluepoint Leadership Development

Transcription

Confidential Report
The Leadership Essentials Inventory (LEI)
Leaders develop best when they have an opportunity to receive feedback on their performance, and The Leadership
Essentials Inventory (LEI) is designed to do just that. This report contains detailed, summary and comparative information on
how others perceive you as a leader. The core component of this assessment is a series of 40 behaviors that are closely
associated with leadership success. Essentially, those that you selected as observers have indicated how frequently they
see you engaging in these behaviors. They have also provided commentary on how you have positively influenced them and
others, as well as how you might increase your leadership effectiveness in the future. All of this is very valuable information
as you consider how you can develop the perspectives, competencies and approaches that will increase your effectiveness
as a leader. The good news is that becoming a great leader is within the grasp of all of us.
This assessment is based on The Leadership Essentials Model which challenges leaders to continually address four key
questions:
1. Have I earned the right to lead?
(Authenticity)
2. Do I influence others to perform at their best? (Coaching)
3. Do I lead my team to produce extraordinary results? (Innovation)
4. Do I create exceptional focus throughout the organization? (Alignment)
The information contained in this LEI report will provide you with direct feedback that will help you answer these four
questions.
Your Observers
The observers that you selected to provide feedback
are categorized as follows:
Scoring Scale
• 1 = Almost Never
• 2 = Seldom
• Manager (MG)
• 3 = Sometimes
• Direct Report (DR)
• 4 = Often
• Co-worker (CW)
• 5 = Almost Always
• Other (OT)
Copyright © Bluepoint Leadership International. All rights reserved.
2
Part A: LEI Report Summary
The following charts present summaries of your LEI scores. The first chart compares your scores (SELF) with those of the
average of all observers (AVG). The second chart shows the total scores received from each observer. Scores may range
from 10 to 50.
Self vs. Observer Scores
Authenticity
Coaching
Innovation
Alignment
SELF
AVG
45
SELF
AVG
42
SELF
AVG
38
SELF
AVG
41
44
44
42
42
Scores from Individual Observers
CW CW
DR
DR
DR
DR
DR
DR
MG
OT
OT
OT
Authenticity
42
50
43
46
42
50
45
32
47
48
44
42
Coaching
43
50
44
44
41
50
45
33
48
50
40
44
Innovation
40
50
45
46
42
50
43
32
46
41
39
41
Alignment
41
50
41
42
37
50
44
32
48
40
44
44
3
Part B: Ranking of Observed Leadership Behaviors
This chart presents a ranking of all leadership behaviors according to the frequency these are observed (most frequent to
least frequent).
Ranking Leadership Behavior
1. Expects high performance from others.
2. Follows through on commitments.
3. Acts consistently with stated values and principles.
4. Takes action when appropriate.
5. Seeks out personal development opportunities.
6. Encourages people to make improvements in work systems.
7. Seeks out challenging opportunities.
8. Demonstrates courage in facing the truth.
9. Challenges others to perform at their best.
10. Is honest and straightforward.
11. Holds others accountable for their performance.
12. Treats others with dignity and respect.
13. Creates a sense of organizational distinction.
14. Speaks about the organization with enthusiasm, conviction and passion.
15. Studies social, technological, and market changes.
16. Helps build shared organizational values.
17. Treats mistakes, errors, and setbacks as valuable learning experiences.
18. Helps others excel in their jobs.
19. Coaches others on their career development.
20. Promotes a feeling of partnership.
21. Ensures individuals are appreciated.
22. Accepts personal accountability.
23. Creates a sense that each person's job is significant and important.
24. Fosters prototyping of new ideas.
25. Promotes breakthrough thinking.
26. Recognizes the accomplishments of others.
27. Models the behaviors he or she expects of others.
28. Articulates the importance and deeper meaning for our work.
29. Fosters unity of purpose.
30. Conveys an exciting and compelling image of the future.
31. Experiments and takes risks.
32. Creates a work environment that demands innovation.
33. Sees the best in others.
34. Sacrifices his or her personal interests for the success of others.
35. Seeks and is receptive to feedback.
36. Fosters creativity.
37. Honors important elements of the organization's past.
38. Communicates crystal clear plans and strategies.
39. Acts with humility.
40. Supports diverse points of view.
#
22
5
1
39
29
7
3
18
14
9
26
13
16
36
28
20
35
38
34
30
2
17
8
31
23
6
37
32
12
4
27
11
10
25
21
19
40
24
33
15
Dimension
Coaching
Authenticity
Authenticity
Innovation
Authenticity
Innovation
Innovation
Coaching
Coaching
Authenticity
Coaching
Authenticity
Alignment
Alignment
Alignment
Alignment
Innovation
Coaching
Coaching
Coaching
Coaching
Authenticity
Alignment
Innovation
Innovation
Coaching
Authenticity
Alignment
Alignment
Alignment
Innovation
Innovation
Coaching
Authenticity
Authenticity
Innovation
Alignment
Alignment
Authenticity
Innovation
SELF
4.8
4.9
4.8
4.5
4.2
4.4
4.2
4.7
4.7
4.9
4.4
4.9
4.2
4.6
4.1
4.6
4.4
4.1
4.2
4.5
4.4
4.8
4.5
3.9
4.3
4.5
4.2
4.3
4.5
4.3
4.2
3.9
4.3
4.1
4.6
4.0
4.4
4.1
4.3
4.2
AVG
4.92
4.83
4.83
4.67
4.67
4.58
4.58
4.58
4.58
4.58
4.50
4.50
4.50
4.42
4.42
4.42
4.33
4.33
4.33
4.33
4.33
4.33
4.25
4.25
4.25
4.25
4.25
4.25
4.17
4.17
4.17
4.17
4.17
4.17
4.17
4.08
4.08
4.08
3.92
3.83
diff
-0.12
0.07
-0.03
-0.17
-0.47
-0.18
-0.38
0.12
0.12
0.32
-0.10
0.40
-0.30
0.18
-0.32
0.18
0.07
-0.23
-0.13
0.17
0.07
0.47
0.25
-0.35
0.05
0.25
-0.05
0.05
0.33
0.13
0.03
-0.27
0.13
-0.07
0.43
-0.08
0.32
0.02
0.38
0.37
4
Part C: LEI Dimension - Authenticity
This page presents your summary and detailed scores for the Authenticity dimension of the LEI.
Summary Scores - Authenticity
SELF
AVG
45
MG
DR
CW
OT
47
44
43
46
44
10
Almost Never
20
30
40
Seldom
Sometimes
50
Often
Almost Always
Detailed Scores - Authenticity
Leadership Behavior
SELF AVG CW CW DR DR DR DR DR DR MG OT OT OT
1.
Acts consistently with stated
values and principles.
5
4.8
5
5
5
5
4
5
5
4
5
5
5
5
5.
Follows through on
commitments.
5
4.8
5
5
5
5
5
5
5
3
5
5
5
5
9. Is honest and straightforward.
5
4.6
3
5
5
5
4
5
5
3
5
5
5
5
Treats others with dignity and
respect.
4
4.5
4
5
4
5
4
5
5
3
5
5
5
4
5
4.3
5
5
3
4
5
5
4
3
5
5
4
4
13.
17. Accepts personal accountability.
21.
Seeks and is receptive to
feedback.
4
4.2
4
5
3
4
4
5
4
3
5
5
4
4
25.
Sacrifices his or her personal
interests for the success of others.
4
4.2
4
5
5
4
4
5
4
3
4
4
4
4
29.
Seeks out personal
development opportunities.
5
4.7
5
5
5
5
4
5
5
4
5
5
4
4
4
3.9
3
5
4
4
4
5
4
3
4
4
4
3
4
4.2
4
5
4
5
4
5
4
3
4
5
4
4
33. Acts with humility.
37.
Models the behaviors he or she
expects of others.
5
Part C: LEI Dimension - Coaching
This page presents your summary and detailed scores for the Coaching dimension of the LEI.
Summary Scores - Coaching
SELF
AVG
42
MG
DR
CW
OT
48
44
42
46
44
10
Almost Never
20
30
40
Seldom
Sometimes
50
Often
Almost Always
Detailed Scores - Coaching
Leadership Behavior
2.
Ensures individuals are
appreciated.
5
4.3
4
5
4
4
4
5
4
3
5
5
4
5
6.
Recognizes the
accomplishments of others.
4
4.2
4
5
4
4
4
5
5
3
4
5
3
5
4
4.2
3
5
4
4
4
5
5
3
4
5
4
4
10. Sees the best in others.
14.
Challenges others to perform at
their best.
5
4.6
5
5
4
4
4
5
5
4
5
5
4
5
18.
Demonstrates courage in facing
the truth.
5
4.6
5
5
5
5
4
5
4
3
5
5
5
4
22.
Expects high performance from
others.
5
4.9
5
5
5
5
5
5
5
4
5
5
5
5
26.
Holds others accountable for
their performance.
4
4.5
5
5
5
5
4
5
4
3
5
5
4
4
30.
Promotes a feeling of
partnership.
4
4.3
4
5
4
4
4
5
4
4
5
5
4
4
34.
Coaches others on their career
development.
3
4.3
4
5
5
5
4
5
4
3
5
5
3
4
38. Helps others excel in their jobs.
3
4.3
4
5
4
4
4
5
5
3
5
5
4
4
6
Part C: LEI Dimension - Innovation
This page presents your summary and detailed scores for the Innovation dimension of the LEI.
Summary Scores - Innovation
SELF
AVG
38
MG
DR
CW
OT
46
42
43
45
40
10
Almost Never
20
30
40
Seldom
Sometimes
50
Often
Almost Always
Detailed Scores - Innovation
Leadership Behavior
3.
Seeks out challenging
opportunities.
4
4.6
4
5
5
4
4
5
5
3
5
5
5
5
7.
Encourages people to make
improvements in work systems.
4
4.6
4
5
5
5
5
5
4
4
5
4
4
5
Creates a work environment
that demands innovation.
3
4.2
4
5
4
5
4
5
4
3
5
3
4
4
15. Supports diverse points of view.
4
3.8
4
5
3
4
4
5
4
3
4
4
2
4
19. Fosters creativity.
4
4.1
4
5
4
5
3
5
4
3
4
4
4
4
Promotes breakthrough
thinking.
4
4.2
4
5
4
5
4
5
4
3
5
4
4
4
27. Experiments and takes risks.
4
4.2
3
5
5
4
4
5
4
4
4
4
4
4
11.
23.
31.
Fosters prototyping of new
ideas.
3
4.2
4
5
5
4
4
5
5
3
4
4
4
4
35.
Treats mistakes, errors, and setbacks
4
as valuable learning experiences.
4.3
4
5
5
5
5
5
4
3
5
4
4
3
4.7
5
5
5
5
5
5
5
3
5
5
4
4
39. Takes action when appropriate.
4
7
Part C: LEI Dimension - Alignment
This page presents your summary and detailed scores for the Alignment dimension of the LEI.
Summary Scores - Alignment
SELF
AVG
41
MG
DR
CW
OT
48
42
41
45
42
10
Almost Never
20
30
40
Seldom
Sometimes
50
Often
Almost Always
Detailed Scores - Alignment
Leadership Behavior
4.
Conveys an exciting and
compelling image of the future.
4
4.2
5
5
4
4
3
5
4
3
4
5
4
4
8.
Creates a sense that each person's
job is significant and important.
4
4.2
4
5
4
4
4
5
4
3
5
4
4
5
12. Fosters unity of purpose.
4
4.2
4
5
4
4
4
5
5
3
4
4
4
4
16.
Creates a sense of
organizational distinction.
4
4.5
4
5
5
4
5
5
4
4
5
5
4
4
20.
Helps build shared
organizational values.
5
4.4
4
5
4
4
4
5
5
3
5
4
5
5
24.
Communicates crystal clear
plans and strategies.
4
4.1
4
5
3
4
3
5
4
3
5
4
5
4
28.
Studies social, technological,
and market changes.
5
4.4
5
5
5
4
3
5
5
4
5
4
4
4
32.
Articulates the importance and
deeper meaning of our work.
3
4.2
4
5
4
4
4
5
5
3
5
3
5
4
36.
Speaks about the organization with
enthusiasm, conviction and passion.
4
4.4
4
5
4
5
4
5
4
3
5
4
5
5
40.
Honors important elements of
the organization's past.
4
4.1
3
5
4
5
3
5
4
3
5
3
4
5
8
Part D: Comments from Observers
1.
Consider the values and day-to-day behaviors of this person. Describe how he or she has
impacted you and others in the organization.
Jane is very consistent in her positioning and acts in her function according to her values, this is true inside and outside of
the company, and this contribute to the credibility image of the company on a day to day basis.
With values, knowledge and professional commitement
day-to-day behaviours: very focus in her daily work; great ability to work; available
promotes career development by stimulating the study
promotes responsability and self-sufficiency
Considering Jane the day-to-day behaviors, I can assume, She is adaptable and open to accommodate any new relevant
topic that arises during the working day. She has an high sense of responsibility, and is always available to give support and
insights about the topics in discussion.
She has had an enormous impact on my acreer development, promoting the advance of my career in an enthustastic and
selfless fashion. Through her actions and encouragement my career has developed from a local to an international level
9
In my point of view, she has been one of the most important person to help me achieve my goals and to incentivate my
accomplishments. She is very dynamic and available. Eager to achieve her commitments and to help her team to fulfill their
goals.
Focused, with defined goals, leads and motivates her team
has an untouchable sense of ethical behavior and always acts according to the principles she considered the right
ones. In this way, she leads by her own example.
She is a very good leader. Always seeking new opportunities for our development. She is very honest and a very direct
person.
10
2.
Consider how this person relates to others on a one-on-one basis. Describe how he or
she has coached you and/or others in the organization.
Jane is commited to develop new skills in her collaborators framework.
Streiht forward and constructive
- relates to others in a trust basis
- is available whenever help is asked
In my perspective, Jane has demonstrated several times, their capabilities and great experience in coaching and
suggesting different approaches or stimulating the individual ideas and projects.
She is direct and honest, evaluating difficult situations rationally and with great ponderation, often setting aside her personal
emotions and instincts in the interest of a more constructive attitude. High standards are expected at all times and relations
are dealt with the utmost professionalism
11
She has also created oportunities for me to access more and more information and upgrade my knowledge. She encourages
others with her optmism.
Likes to share her knowledge
She is very correct but she doesnt like to be contradicted, and she shows it! This means that she is a good leader, as long as
co-workers agree with her own point of view.
She is always supporting us and giving us important advices.
12
3.
Consider how this person leads or participates in teams. Describe how he or she has
contributed to the team's innovation.
Jane is open to new ideas and innovative projects as long as they are well justified.
New ideas and by adding knowledge and expertise
- identifies needs in the organisation proactively
- she is always very well prepared to participate in meetings and teams - enhances brainstorming
- she is aware of new trends and seeks alternative iniciatives
Jane usually participates actively in the discussions, giving honest feedback and challenging the team members.
She not only, propose innovative projects, but also act as advocate supporting other Team members innovative solutions.
She has attracted team members from a wide variety of backgrounds, each of whom brings an added values to the team.
Each member's work is valued and individual ideas sought and encouraged
13
She is a natural leader and a good manager.Fully dedicated to her work and team.
Listens to the others, is opened to new ideas
Jane is open to suggestions, and to the peoples participation in the brainstorm that leads to innovation. Nevertheless, as
previously mentioned, it is not easy to move her from her own strategy.
She is always opened to new ideas and always commnunicative and listen to our ideas very carefully.
14
4.
Consider how this person communicates throughout the organization. Describe how he
or she has influenced the organization.
Credibility,
Ethic,
Science driven person,
Considers mistakes valuable learning lessons
Accepts personal accountability
Jane generate a sense of trust and responsability.
- she adapts her communication to the different levels in the organization
- when communicating with upper management and international management, is capable of integrate local needs and
projects in the more broad vision/mission of the organization
She has an important role in the scientific communication of the company and in determining the scientific and not
commercial tone of the company.
She is fearless, self-centered, dynamic and with a contagious energy.
15
Shares information with her team
She demonstrates clearly her own position within the organization hierarchy. To do it, sometimes she act with an excessive
authority to her subordinates. On the other hand, she is a valuable, straightforward and reliable partner to her own chain of
command.
She influences our work with good ideas, and an excellent knowledge.
16
5.
What can this person do to become more effective as a leader?
As a science driven person fraiming the scientific with the company's business objectives.
Be more flexible and empower her team.
be more clear when communicating: a deep reflection behind what's being communicated/asked is obvious but the flowthinking is missed and misunderstandings occur
humor control - even knowing that most of the times the "bad-day" has notinhg to do with close collaboraters, nevertheless, it
influences day-to-day work
could benefit from being more alert to identify when people need guidance and self-sufficiency is not enough
The high standards she lives and expects may be intimidating, occasionally creating a communication barrier with those she
leads
To try to became even more good listener.
17
Jane should be a little more open minded, she should valorize other approaches and strategies as potentially useful before
reject them. Nevertheless, she is a very efficient team leader.
She is always improving and bringing new things.
18
Part E: Comparison with Other Leaders
On this chart, your scores are compared with the scores of all other leaders who have taken the LEI. This is presented as a
percentile ranking. For example, if you score at the 60th percentile, this means that 40% of others would have scored higher
than you and 60% would have scored lower.
Authenticity
Coaching
Innovation
Alignment
100
90
80
70
60
50
40
30
20
10
0
Self
Average
Manager
Direct Report
Co-worker
Other
19
Part F: My Learning
Your LEI Report can be a potent resource in helping to accelerate your personal development when used in conjunction with
thoughtful reflection. It likely highlighted some of your strengths as well as your development needs. You may have been
aware of some of these, however, there may also have been some surprises. As you reflect on your report, you are
encouraged to consider:
1. Gaps in perception: between a) you and others, b) observer categories, and c) individuals within observer categories. Note
that some of these gaps will be due to your behavior and some will be due to the differing expectations others have of you.
2. Themes, patterns and inconsistencies.
3. Specific areas of strength and development opportunities noted in the observer comments.
20
Use the following chart to summarize your learning from the LEI Report.
21
Part G: Next Steps
To ensure that your good intentions are translated into enduring changes in behavior, it is important that you plan and
commit to some specific actions.
1. Strengths
a. What are your most important strengths, talents and abilities?
b. What feedback in the LEI Report supports your assessment?
c. In what ways can you develop these strengths further?
22
Part G: Next Steps
2. Development Opportunities
a. What are your most significant development opportunities?
b. If you do not change, what is the potential impact on your performance and/or career?
c. What actions will you take immediately?
23
Part G: Next Steps
3. Connecting with Others
The feedback that you received in your LEI Report is based on how others perceive you and your behavior. You
can often accelerate your development by discussing your report with them and exploring the feedback you
received in more depth. Make note below of the issues that you plan to discuss:
a. with your manager:
b. with your direct reports:
c. with your colleagues:
d. with others:
24

Confidential Report - Bluepoint Leadership Development

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