LEADERSHIP DEVELOPMENT TOOLS

Transcription

1 LEADERSHIP DEVELOPMENT TOOLS

2 SELF-EXPLORATION IN AN ORGANISATIONAL CONTEXT CAN HELP EXECUTIVES WITH ONE OF THE MORE DIFFICULT LEADERSHIP TASKS THEY MAY EVER FACE: CHANGING THEMSELVES. Manfred Kets De Vries KDVI offers a suite of innovative psychometrically validated 360 feedback instruments targeting global business executives. Our instruments intervene at three levels: Individual: To provide insights for a constructive dialogue about the way a leader functions and implicit and explicit behaviours that need further development. Team: To provide structure for team development initiatives by outlining the qualities, skills and competencies that leaders must have to be effective in teams, the roles they play and the way various roles complement or work against each other. Organisational: To provide guidance for strategic discussions that centre around corporate culture and to align values and behaviours to business strategy. Used together, these instruments provide a systematic approach to assessing leadership and organisational effectiveness. OCA Organisational LAQ Team 360 leadership development tools can be the beginning of an introspective journey and set into motion honest self-evaluation and changes in behaviour. Feedback from different stakeholders provide a useful way for leaders to compare their self-perceptions with the observations of colleagues or others who know them well. They help executives make connections between patterns of conflict at work and interpersonal or emotional problems in their private lives. GELI GELM PA ITI Individual

3 GLOBAL EXECUTIVE LEADERSHIP INVENTORY (GELI) What does it mean to be a world-class executive? The GELI investigates what it means to be a world-class leader. It may be used to identify and understand leadership strengths and weaknesses, and to explore the steps needed to improve leadership skills. GELI participants answer 100 questions along 12 dimensions of leadership behaviour. Their personal ratings are compared with those of up to 10 observers (superiors, direct reports, co-workers and others) who respond to the questionnaire anonymously. The GELI also provides feedback on individual participants ratings compared to a control group normed against thousands of high performing executives from different segments of business worldwide. Exhaustively tested and proven to be highly reliable, The GELI has now been used by ten of thousands of senior executives all around the world. The 12 GELI leadership dimensions: Visioning Empowering Energising Designing and aligning Rewarding and feedback Team-building Outside stakeholder orientation Global mindset Tenacity Emotional intelligence Life balance Resilience to stress

4 PERSONALITY AUDIT (PA ) GLOBAL EXECUTIVE LEADERSHIP MIRROR (GELM ) What does it mean to be a world-class global executive? The GELM is a revamped version of GELI, designed to evaluate global executive skills. Building on the success of the GELI, the GELM takes into account advancements in leadership studies and practice in the decade since the GELI was created. The GELM consists of 110 questions along 15 dimensions. In addition to key leadership behaviours (including perceived leadership performance), the GELM includes other indicators such as an executive s personal and professional well-being, including identifying major areas of stress and resources for long-term welfare. Results are normed against a control group of high performing executives. Multiple-party feedback can be provided by up to 15 observers, including superiors, colleagues, direct reports and external contacts. The 15 GELM leadership dimensions: Emotional intelligence Integrity Tenacity and courage Team-building Empowering Coaching and feedback Visioning Energising Ability to implement Change orientation Customer and stakeholder orientation Networks and alliances Life stressors Well-being resources Perceived leadership performance Why do we do what we do? To be effective leaders, executives must begin with an understanding of the reasons for doing what they do. They need to study their motivation from the inside to truly understand what is happening on the outside. The PA consists of 42 questions designed to provide an assessment of seven of the major personality dimensions important in human functioning, and clarify the various motivational needs of executives. The results of the PA provide insights into interpersonal relationships, recurring conflict patterns, and the meaning of one s actions and experiences. Participants rate their position on each dimension and 360 feedback comes from family members and friends, as well as colleagues. Feedback to the PA is not anonymous, which makes it very powerful and frequently a tipping point for change, especially when it comes from close family members. The 7 PA dimensions: High Low self-esteem Trustful Vigilant Conscientious Laissez-faire Assertive Self-effacing Extroverted Introverted High-spirited Low-spirited Adventurous Prudent

5 INNER THEATRE INVENTORY (ITI ) What underlying values drive our behaviour? We each have a very specific outlook towards the world. This outlook is influenced by a unique inner theatre where thematic scripts shape our interpretation of the world and how we behave in it. The ITI identifies the key themes or Life Anchors in our personal inner theatre, consisting of the values, beliefs and attitudes that drive behaviour. Using the ITI, individuals can develop greater awareness of what is most important and meaningful to them and create a lifestyle more congruent with their values and belief systems. Participants rate their response to the Inventory s 22 life anchors and receive feedback from observers from both personal and professional realms. The 22 ITI life anchors: Achievement Aesthetics Affiliation/attachment Autonomy/independence Care Exploration/learning Food/eating Health/well-being Honour/integrity Lifestyle quality Meaning Money Order Power Pride Recognition Revenge Security Sensuality/sexuality Spirituality Status/rank Voice

6 How do we understand and guide organisational change and transformation? LEADERSHIP ARCHETYPE QUESTIONNAIRE (LAQ ) Participants ideas of their organisation s culture may be very different from the beliefs, values and behaviours that are actually played out within the organisation. It is critical to identify what those values and beliefs are before determining the degree of change required. The OCA measures the way key cultural values are perceived and practised in an organisational context. It covers 12 dimensions of organisational culture that research with large numbers of senior executives has shown to be the most salient. The OCA is taken anonymously and administered broadly to all members of the organisation. Depending on the clients needs and the scope of the OCA, the survey can also be deployed with a targeted group of people, e.g. top executives of a large multinational company. An organisation may define a maximum of two categories and corresponding subcategories to allow a more nuanced look at the data. The 12 OCA dimensions of organisational culture: How can we structure a team that delivers much more than the sum of its parts? Effective leaders have two roles a charismatic one and an architectural one. In the charismatic role, leaders envision a better future and empower and energise their subordinates. In the architectural role, leaders address issues related to organisational design and control and reward systems. Both roles are necessary for effective leadership, but it is a rare leader who can fulfil both roles seamlessly. Usually, alignment is only achieved within a leadership role constellation when it is constructed of team members with complementary leadership styles. The LAQ explores the recurring patterns of behaviour that influence an individual s effectiveness within teams. These patterns can be categorised as leadership archetypes which determine the way in which leaders deal with people and situations in an organisational context. In an age of distributed leadership, the ideal leadership team should include people with diverse prevailing leadership archetypes to meet the leadership needs that are required, whatever the context. Using feedback from the LAQ, executives learn how to configure complementary roles in order to build effective high performance teams. Change orientation Client/stakeholder orientation Competitiveness Entrepreneurship and innovation Fun Learning environment Respect for the individual Responsibility and accountability Result orientation Social responsibility Teamwork Trust ORGANISATIONAL CULTURE AUDIT (OCA ) The LAQ consists of 48 questions and is completed by executives and members of two core teams to which they belong. The 8 LAQ leadership archetypes: Strategist Change-catalyst Transactor Builder Innovator Processor Coach Communicator

7 WE FOCUS ON PERSONAL INSIGHT ON THE PART OF THE LEADER AND FOLLOWER WE STRIVE TO CREATE REFLECTIVE PRACTITIONERS. Manfred Kets De Vries

8 The instruments are used for: APPLICATIONS Individual leadership development and one-on-one coaching Leadership team effectiveness and group coaching Large-scale leadership development and organisational change processes OUTCOMES Our survey instruments are designed to help leaders and teams: UNIQUENESS OF KDVI INSTRUMENTS Consider the shadow side of their personality Gain insight into their strengths and areas for development Expand their behavioural repertoire and discover more creative ways of solving difficult interpersonal problems Become more effective at career management and professional advancement Become more effective at operating in teams and organisations Acquire a greater capacity to cope with stress Manage better the tensions between their professional and private lives Draft a developmental agenda and a programme for individual, team and organisational change Simple and conceptually sound, based on proven theoretical foundations Designed with a psychodynamic-systemic approach to provide insights about manifest behaviours as well as a more complete analysis of their driving forces Easy to complete, easy to understand and interpret, and easy to translate into action aimed at improvement Include observers in the process to provide a more complete view of the individual Psychometrically validated and backed by peer-reviewed journal articles Used by more than 30,000 international business executives (and 400,000 observers) from around the world, allowing us to compare results against peers in a wide range of geographies or industries Accompanied by comprehensive administration service covering the entire survey process, including sending invitations to respondents, pro-actively monitoring survey completion, providing FAQ support and printing and delivering reports

9 SURVEY ADMINISTRATION LANGUAGE OUR APPROACH NOT ONLY PROVIDES LEADERS WITH BETTER SELF-KNOWLEDGE, BUT THIS KNOWLEDGE CAN ALSO BE USED IN THEIR INTERFACE WITH OTHER ORGANISATIONAL ACTORS IN A WAY THAT ALLOWS THEM TO SHAPE, INFLUENCE, AND LEVERAGE ORGANISATIONAL DYNAMICS. Manfred Kets De Vries KDVI offers exclusive access and survey administration services for the GELI, GELM, PA, ITI, LAQ and OCA. We strongly recommend that the 360 survey reports are only used in conjunction with coaching or organisational change interventions with the help of professional executive coaches/consultants, including formalised action plans and follow ups. KDVI also offers an advisory service providing assistance with the use of the instruments, interpretation of reports and other related questions that may arise. For more information, please info@kdvi.com. All information and data are treated confidentially. Our online surveys are available in several languages. Please contact instruments@kdvi.com for more information. GELI: English, Russian, French, German, Portuguese, Chinese, Spanish, Dutch, Japanese GELM : English PA : English, Russian, French, German, Chinese, Spanish ITI : English, Russian, French, German, Turkish LAQ : English, Russian, French, German, Chinese, Spanish, Dutch, Turkish OCA : English, Russian, French, German, Dutch, Turkish KDVI also offers a translation service. For more information, please info@kdvi.com.

10 PROCESS KDVI offers a full administrative service to support the survey process. Introduction: Sending an introductory to participants with survey instructions and agreed deadlines Launching: Sending individual URL links to all participants Help-desk: Solving problems and answering questions Informing: Sending regular survey progress updates to coach/ company contact Reminding: Sending reminders to participants and observers in a timely and relevant manner Generating result reports Printing participants reports and providing additional copies on request Workbooks: Providing participants workbooks and additional copies on request Sending result reports by and/or courier to coach Invoicing the coach/company contact by Instrument Training IN DEVELOPMENT KDVI is currently developing a training programme for the use of its instruments. For more information or to register your interest, please info@kdvi.com. Self-administered Instrument Service Self-administered versions of the instruments are available at lower cost. They are administered by the coach and participants and clients receive electronic versions of the reports. Printed versions of the reports available on request at additional cost. For more information on KDVI s instrument services, please contact info@kdvi.com. PRICING Each instrument is individually priced and includes the licence as well as full administrative support. Please see our price list for full details. Additional reports and participant workbooks are available on request at extra cost. Shipping is priced separately according to location and speed of delivery. Discounts are available for bulk purchases.

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