myskillsprofile MLQ30 Management and Leadership Report John Smith

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1 myskillsprofile MLQ30 Management and Leadership Report John Smith

2 Management and Leadership Questionnaire 2 INTRODUCTION The Management and Leadership Questionnaire (MLQ30) assesses management and leadership competencies that are essential to success at all executive levels. The purpose of this report is to help you develop and improve by providing a picture of areas where you are strong or outstanding, areas where you are solid/competent, and areas where you are still building your skills and need to develop. Please keep the following points in mind as you consider your results: The results are based on what you have said about yourself through your responses to the questionnaire, so what we are measuring is your perception of your management and leadership competencies. The results can be affected by your strategy for answering the questionnaire, whether this was conscious or unconscious, for example, whether you felt under pressure to convey a favorable impression, or whether you were very self-critical. The results need to be considered alongside other information about your abilities and skills when making career or development decisions, for example, your cognitive abilities, your personality characteristics, your motives and values, and your work and life experiences. The results are reported using a 10-point Sten scale. Sten scores are generated by comparing your responses against those of a very large international comparison group of first level, middle, and top managers. The table below shows how to interpret Sten scores. The assessment is intended to help you clarify your view of yourself and help you to develop and achieve your potential. If you do not recognize yourself in the following pages, check what other people think by taking views from bosses, peers, and direct reports. HOW TO INTERPRET YOUR SCORES STEN PERCENTILE LEVEL CAPABILITY is higher than 99% of the comparison group 5 Outstanding is higher than 90% of the comparison group 4 Strong is higher than 60% of the comparison group 3 Competent is higher than 25% of the comparison group 2 Developing is higher than 5% of the comparison group 1 Basic

3 Management and Leadership Questionnaire 3 MANAGEMENT AND LEADERSHIP FRAMEWORK The MLQ30 Competency Framework measures thirty Management and Leadership competencies covering six Key Areas. Management Key Areas focus on transactional competencies to do with administering business processes and systems efficiently: Implementing and Improving, Communicating and Presenting, and Relating and Supporting. Leadership Key Areas focus on transformational competencies to do with initiating and leading major organizational change: Strategic and Creative Thinking, Leading and Deciding, and Developing and Changing. MANAGEMENT KEY AREA TRANSACTIONAL COMPETENCIES IMPLEMENTING AND IMPROVING Executing Strategies, Improving Processes, Managing Customers, Solving Problems, Managing Projects COMMUNICATING AND PRESENTING Facilitating Communication, Influencing and Persuading, Managing Emotions, Speaking and Presenting, Writing and Reporting RELATING AND SUPPORTING Relating and Networking, Listening and Understanding, Building Trust, Resolving Conflict, Cultivating Teamwork LEADERSHIP KEY AREA TRANSFORMATIONAL COMPETENCIES STRATEGIC AND CREATIVE THINKING Thinking Globally, Developing Strategy, Using Knowledge, Creating and Innovating, Improving Finance LEADING AND DECIDING Attracting Talent, Motivating People, Coaching and Mentoring, Promoting Diversity, Making Decisions DEVELOPING AND CHANGING Initiating and Driving, Showing Courage, Learning and Developing, Implementing Change, Adapting and Coping

4 Management and Leadership Questionnaire 4 EXECUTIVE SUMMARY You are in a middle management position, and your overall management and leadership capability score is in the top half of the comparison group (Sten 6). This result indicates that you possess Level 3 Competent/Intermediate Skills and are likely to be effective in most managerial and leadership situations. OVERALL CAPABILITY MANAGEMENT + LEADERSHIP 6 Basic Developing Competent Strong Outstanding You have Level 3 Management Skills and Level 3 Leadership Skills. You have a balanced mix of management and leadership skills. Your key area profile is made up of one higher than average score and five average scores. You have no low scores. Analysis of your response style indicates that you have been quite open about your competencies. You should, however, ask your colleagues and bosses for their views and suggestions about what you are good at and where you need to improve before taking development decisions. MANAGEMENT AND LEADERSHIP COMPETENCIES MANAGEMENT 6 Implementing and Improving 6 Communicating and Presenting 6 Relating and Supporting 6 LEADERSHIP 6 Strategic and Creative Thinking 7 Leading and Deciding 6 Developing and Changing 6 Basic Developing Competent Strong Outstanding

5 Management and Leadership Questionnaire 5 MANAGEMENT IMPLEMENTING AND IMPROVING High-performing managers set high standards for customer service, allocate responsibility for improvement, and hold people accountable for delivery. They have strong analytical and problem-solving skills, and they have good organization and planning skills. Your overall capability score for this area is in the Level 3 average range for middle managers. You scored higher than about 60% of the international comparison group (Sten 6). Your Level 3 score indicates that you carry out this area competently. MANAGEMENT COMPETENCIES KEY AREA SCORE 6 Executing Strategies 6 Improving Processes 6 Managing Customers 6 Solving Problems 6 Managing Projects 7 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS EXECUTION. You are competent at creating momentum to move the strategy forward. PROCESSES. You are competent at continuously improving business processes and systems. CUSTOMERS. You are competent at managing the delivery of high quality services for clients. PROBLEMS. You are competent at analyzing and solving problems creatively. PROJECTS. You are good at planning and managing projects.

6 Management and Leadership Questionnaire 6 MANAGEMENT IMPLEMENTING AND IMPROVING DEVELOPMENT TIPS EXECUTION Assess the learning and development that you and your team need to implement your strategy and plans. PROCESSES Identify and adopt best practice from within and outside the organization and involve your team and key stakeholders in redesigning processes and systems. CUSTOMERS Hire, induct, develop, and reward employees with customer service in mind. Review with the team and stakeholders how to improve quality. PROBLEMS Learn when to run with the data and when to rely on your instincts and intuition. Talk to your peers about how they are using analytics to support decision-making. PROJECTS Identify the lessons learned from recent projects and identify how to streamline and improve your approach to planning and project management.

7 Management and Leadership Questionnaire 7 MANAGEMENT COMMUNICATING AND PRESENTING High-performing managers are powerful and prolific communicators who create a climate where people share views and ideas. They speak confidently and persuasively and handle people s feelings and emotions thoughtfully. They write effectively for different audiences. Your overall capability score for this area is in the Level 3 average range for middle managers. You scored higher than about 60% of the international comparison group (Sten 6). Your Level 3 score indicates that you carry out this area competently. MANAGEMENT COMPETENCIES KEY AREA SCORE 6 Facilitating Communication 6 Influencing and Persuading 6 Managing Emotions 6 Speaking and Presenting 6 Writing and Reporting 6 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS COMMUNICATION. You are competent at creating an open climate that encourages people to speak freely. PERSUASION. You are competent at promoting your views and ideas and persuading people to adopt them. EMOTIONS. You are competent at reading and handling your own and other people s feelings and emotions. PRESENTING. You are competent at presenting to people at meetings and conferences. WRITING. You are competent at writing clearly and concisely for different audiences.

8 Management and Leadership Questionnaire 8 MANAGEMENT COMMUNICATING AND PRESENTING DEVELOPMENT TIPS COMMUNICATION When you have to deliver disappointing or bad news, tell people in a straightforward manner what they need to know. Tell them how they can contribute to making things better. PERSUASION Use stories to help connect with people and get them to support and act on your ideas. Ensure that your gestures, expressions, and tone of voice match your words. EMOTIONS Use emotions to facilitate creativity, problem solving, and decision-making. Make people feel upbeat and engaged to promote relationships, trust, and collaboration. PRESENTING Research your audience and keep your presentations simple. Record yourself giving presentations and review your performances. WRITING Ensure that stakeholders have the opportunity to influence and comment on draft documents. Edit other people s work sensitively and constructively.

9 Management and Leadership Questionnaire 9 MANAGEMENT RELATING AND SUPPORTING High-performing managers have superb people skills. They are good at listening to and engaging people, and they build strong teams. They handle people s feelings and emotions skillfully, and they are strong in conflict management. Your overall capability score for this area is in the Level 3 average range for middle managers. You scored higher than about 60% of the international comparison group (Sten 6). Your Level 3 score indicates that you carry out this area competently. MANAGEMENT COMPETENCIES KEY AREA SCORE 6 Relating and Networking 6 Listening and Understanding 6 Building Trust 4 Resolving Conflict 6 Cultivating Teamwork 6 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS RELATING. You are competent at building relationships and networking with people. LISTENING. You are competent at putting people at ease and listening to their views and ideas. TRUST. You are developing the ability to create a work environment that embraces integrity and trust. CONFLICT. You are competent at bringing disagreements into the open and addressing and resolving conflict. TEAMWORK. You are competent at creating the conditions for teams to attain high performance.

10 Management and Leadership Questionnaire 10 MANAGEMENT RELATING AND SUPPORTING DEVELOPMENT TIPS RELATING Do whatever it takes to make important relationships with employees, bosses, suppliers, and customers work. Talk to your peers about how they manage key relationships. LISTENING Facilitate team meetings so team members really listen to each other s views and ideas. Encourage people to express opposing viewpoints and listen to what they have to say. TRUST Demonstrate genuine concern for people and be straightforward with them. Learn from and talk to other managers who inspire trust to understand what they do. CONFLICT Encourage team members to resolve issues on their own and preserve relationships. Promote healthy conflict around discussion and exchange of ideas. TEAMWORK Actively manage learning efforts so that the team has the right blend of technical, interpersonal, and problem-solving skills.

11 Management and Leadership Questionnaire 11 LEADERSHIP STRATEGIC AND CREATIVE THINKING High-performing leaders keep up-to-date with regional and international trends, see the big picture, benchmark company performance against industry leaders, and help people to think differently about problems. They detect change early and make strategic moves to take advantage of it. They manage finance deftly. Your overall capability score for this area is fairly high. You scored higher than about 75% of middle managers in the international comparison group (Sten 7). Your score is in the Level 4 range and indicates that you are a strong performer in this area. LEADERSHIP COMPETENCIES KEY AREA SCORE 7 Thinking Globally 8 Developing Strategy 7 Using Knowledge 6 Creating and Innovating 6 Improving Finance 7 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS GLOBAL. You are good at thinking about and examining the international side of business. STRATEGY. You are good at demonstrating a strategic perspective and acting strategically. KNOWLEDGE. You are competent at keeping up with advances in your area and benchmarking performance against the leaders. INNOVATION. You are competent at thinking and acting creatively and getting buy-in for creative ideas. FINANCE. You are good at speaking the language of money and managing finance.

12 Management and Leadership Questionnaire 12 LEADERSHIP STRATEGIC AND CREATIVE THINKING DEVELOPMENT TIPS GLOBAL Review the organization s image and reputation in other countries and forecast how international developments and trends will affect the organization s position. STRATEGY Lead a review of strategy covering your side of the business, and identify and analyze possible future scenarios that you may face. KNOWLEDGE Benchmark key aspects of company performance against industry leaders and evaluate the effectiveness of your processes and systems for identifying and sharing best practice. INNOVATION Identify innovation and improvement opportunities by mapping the key processes in delivery and determining how to improve execution and customer satisfaction. FINANCE Consider how to improve financial performance over the next six months and consider how to shift resources and/or cut costs if efficiencies are needed.

13 Management and Leadership Questionnaire 13 LEADERSHIP LEADING AND DECIDING High-performing leaders attract good people to work for them, are good at motivating and developing people, promote ethical working, and stand out for their ability to act decisively. They make people feel confident that they will lead the team to success. Your overall capability score for this area is in the Level 3 average range for middle managers. You scored higher than about 60% of the international comparison group (Sten 6). Your Level 3 score indicates that you carry out this area competently. LEADERSHIP COMPETENCIES KEY AREA SCORE 6 Attracting Talent 6 Motivating People 6 Coaching and Mentoring 7 Promoting Diversity 6 Making Decisions 6 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS TALENT. You are competent at getting the right people for the right jobs. MOTIVATION. You are competent at motivating people and inspiring them to perform well. COACHING. You are good at coaching people and helping them to develop new skills. DIVERSITY. You are competent at building an inclusive environment and championing diversity. DECISIONS. You are competent at making informed decisions and acting decisively.

14 Management and Leadership Questionnaire 14 LEADERSHIP LEADING AND DECIDING DEVELOPMENT TIPS TALENT Review regularly how people in key positions are performing, and tailor rewards, benefits, assignments, and development to business needs. MOTIVATION Motivate people by constructing a compelling vision with them to work to, and by providing role clarity, autonomy, responsibility, and recognition. COACHING Lead or participate in coaching events to help create a culture of coaching and evaluate the use and effectiveness of coaching in your area of the organization. DIVERSITY Show that you value different views, insights, and ideas that come from having a diverse team. Encourage open discussion about what identity-group differences mean. DECISIONS When something large is at stake, ensure that you get all the information and data you need to make a sound decision. Invite someone from outside the team to give you an independent perspective.

15 Management and Leadership Questionnaire 15 LEADERSHIP DEVELOPING AND CHANGING High-performing leaders bring about transformational change by displaying initiative and drive, showing courage and strength, and demonstrating the ability to consistently produce results. They treat mistakes as opportunities to learn and develop, excel at adapting, and remain composed under pressure. Your overall capability score for this area is in the Level 3 average range for middle managers. You scored higher than about 60% of the international comparison group (Sten 6). Your Level 3 score indicates that you carry out this area competently. LEADERSHIP COMPETENCIES KEY AREA SCORE 6 Initiating and Driving 5 Showing Courage 6 Learning and Developing 6 Implementing Change 7 Adapting and Coping 6 Basic Developing Competent Strong Outstanding COMPETENCY ANALYSIS DRIVE. You are competent at demonstrating achievement motivation and drive for results. COURAGE. You are competent at doing what is right and showing courage and strength. LEARNING. You are competent at learning new knowledge and skills and improving yourself continuously. CHANGE. You are good at selling the benefits of change and leading change programs successfully. ADAPTING. You are competent at adapting quickly to new situations and handling problems and setbacks effectively.

16 Management and Leadership Questionnaire 16 LEADERSHIP DEVELOPING AND CHANGING DEVELOPMENT TIPS DRIVE Act quickly when problems arise or circumstances change, and present proposals for change and improvement to your bosses. COURAGE Ask your team whether you have achieved the right balance between being too assertive and challenging and not being assertive and challenging enough. LEARNING Pursue excellent performance at work, home, in sport, and in the community. Think about how to improve all aspects of your life, not just your work life. CHANGE Use change as a catalyst for new ideas, enthusiasm, and progress. Develop and promote people who take calculated risks, deliver results, and show leadership. ADAPTING Encourage the team to be composed, relaxed, and professional in open work places. Provide opportunities for the team to discuss problems, relax, and unwind.

17 Management and Leadership Questionnaire 17 MANAGEMENT VERSUS LEADERSHIP Organizations need people who have superb management skills and superb leadership skills. The matrix below identifies four kinds of management/leadership capability, and it shows your current capability based on your overall management and leadership competency scores. LEADERSHIP MATRIX LEADERSHIP OUSTANDING LEADER Focus on strategic direction and change. VERSATILE LEADER Balanced focus on management and leadership. You have Level 3 Management Skills and Level 3 Leadership Skills. DEVELOPING Developing skills in management and leadership. MANAGER Focus on managing the delivery of products and services. BASIC BASIC MANAGEMENT OUTSTANDING You have Level 3 Management Skills and Level 3 Leadership Skills. These results place you in the Versatile Leader area of the matrix. It seems that you are competent at leading transformational programs that produce organizational change and competent at managing transactional processes to do with product and service delivery. You should focus on improving both sets of skills to become a superb manager and leader.

18 Management and Leadership Questionnaire 18 DEVELOPMENT ADVICE The purpose of this report is to give you a detailed view of your management and leadership competencies to help you decide where to focus your learning and self-improvement efforts in discussion with your manager and/or coach. You got an average overall management and leadership score, and it looks like you have solid/competent management and leadership competencies. With further development, they could become a real strength. The next section provides a development planning template with suggestions for self-improvement goals. When you are setting goals, think about working on competencies that will improve your performance in your current job and competencies that you need for the next level or job you hope to get. Demonstrating those competencies in your current job provides evidence that you will be successful in the next job. Try to develop your management and leadership abilities across all aspects of your life, not just your work life, for example, your home and family life, your community life, and your spiritual life. This will help you become a better manager and enjoy a richer life. However, don t try to do too much at once as most people only work on improving their competencies in a small number of areas at any one time.

19 Management and Leadership Questionnaire 19 MANAGEMENT DEVELOPMENT PLAN GOAL ACTIVITY TIMELINE IMPLEMENTING AND IMPROVING POSSIBLE GOAL Turn your skills into a Level 4 strength COMMUNICATING AND PRESENTING POSSIBLE GOAL Turn your skills into a Level 4 strength RELATING AND SUPPORTING POSSIBLE GOAL Turn your skills into a Level 4 strength

20 Management and Leadership Questionnaire 20 LEADERSHIP DEVELOPMENT PLAN GOAL ACTIVITY TIMELINE STRATEGIC AND CREATIVE THINKING POSSIBLE GOAL Turn your skills into a Level 5 outstanding strength LEADING AND DECIDING POSSIBLE GOAL Turn your skills into a Level 4 strength DEVELOPING AND CHANGING POSSIBLE GOAL Turn your skills into a Level 4 strength