Performance Leader Navigator Individual Feedback Report For: Chris Anderson

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1 For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4 Unclassified 2 All rights reserved. Wilson Learning Worldwide Inc. owns all rights, including the rights to copyright in these materials. Wilson Learning is licensing these materials for the use by one individual only. No rights to produce, transfer, assign, or create derivative works based on these materials are granted without written permission of Wilson Learning Worldwide Inc. WLW NAVI002 Version /09 Date: 04/01/2010

2 Table of Contents Overall Summary 3 Strengths and Opportunities Summary 4 Strengths Summary 4 Opportunities Summary 4 Behavior Summary 5 Strength Behaviors 5 Opportunity Behaviors 7 Character 9 Social Character 9 Organizational Character 10 Personal Character 11 Open-Ended Comments 12 Behavioral Detail 15 Developing Employees 15 Coaching & Feedback 17 Motivating Employees 19 Setting Work Group Objectives 20 Managing Performance 21 Setting Employee Goals 23 Planning Work Tasks 25 Coordinating Work Activities 27 Directing Tasks 28 Delegating Tasks 29 Hiring & Staffing 30 Focusing on Quality 31 Demonstrating Interpersonal Versatility 32 Resolving Conflict 34 Communicating 36 Leading Groups 38 Understanding Business Issues 40 Making Decisions 42 Contributing to Teams 44 Page: 1

3 Managing Time 45 Developing Self 47 Development Recommendations 49 Strengths Summary 49 Opportunities Summary 51 Delegating Tasks 52 Coordinating Work Activities 55 Focusing on Quality 58 Leadership Character 62 Using This Report 71 What information is in this report? 72 Overall Summary 73 Strength & Opportunity Summary 74 Behavior Summary 75 Leadership Character Summary 76 Open-Ended Comments 77 Behavior Detail 78 Development Recommendations 79 How do I use this report to plan my development? 80 Frequently Asked Questions 82 Glossary 84 Page: 2

4 Overall Summary Your Score Role Competency Current Target Visionary Developing Employees Coaching & Feedback Motivating Employees Setting Work Group Objectives Tactician Managing Performance Setting Employee Goals Planning Work Tasks Coordinating Work Activities Directing Tasks Delegating Tasks Hiring & Staffing Focusing on Quality Facilitator Demonstrating Interpersonal Versatility Resolving Conflict Communicating Leading Groups Contributor Understanding Business Issues Making Decisions Contributing to Teams Managing Time Developing Self Current Target Current- Target Page: 3

5 Strengths Summary t Making Decisions t Coaching & Feedback t Demonstrating Interpersonal Versatility Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self All Other p Self All Other p Self Indicator Opportunities Summary t Delegating Tasks t Coordinating Work Activities t Focusing on Quality Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self All Other q Self All Other q Self Indicator Page: 4

6 Strength Behaviors Behavior (Competency) t Chooses the best solution after carefully weighing the alternatives (Making Decisions) t Does not delay in making decisions that may produce unpleasant consequences (Making Decisions) t Uses opportunities for learning and self-development (Developing Self) t Provides a resolution to the conflict when the employees or groups cannot agree and when work objectives demand a quick resolution (Resolving Conflict) t Manages own time effectively (Managing Time) t Models appropriate behaviors for task performance (Coaching & Feedback) t Takes action to help resolve group workflow problems, such as division of responsibilities, obstacles, or communication issues (Leading Groups) t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met (Managing Performance) t Adapts own actions to meet the cultural norms and values of others (Demonstrating Interpersonal Versatility) t Accepts and supports team decisions once they are made (Contributing to Teams) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 5

7 Strength Behaviors Behavior (Competency) t Makes sound hiring decisions by matching the job's requirements to the individuals' capabilities (Hiring & Staffing) t Makes timely decisions in spite of complexity, ambiguity, and uncertainty (Making Decisions) t Keeps group on task by providing focus, direction, and performance feedback (Leading Groups) t Completes own portion of team tasks as assigned (Contributing to Teams) t Communicates the expectation that the employee is capable of successfully achieving the assigned objective (Motivating Employees) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self Page: 6

8 Opportunity Behaviors Behavior (Competency) t Defines the full scope of the problem before taking action (Understanding Business Issues) t Removes obstacles that might prevent the task from being completed (Delegating Tasks) t Identifies tasks that are the most appropriate to delegate (Delegating Tasks) t Recognizes when to obtain the input of others before making decisions (Making Decisions) t Encourages employees to identify ways to improve work processes or business outcomes (Focusing on Quality) t Allocates and reallocates resources as circumstances require (Coordinating Work Activities) t Assesses current and future staffing needs of the business unit (Hiring & Staffing) t Ensures that an employee's good performance will lead to rewards that are valued by the employee (Motivating Employees) t Identifies activities necessary to complete the tasks (Planning Work Tasks) t Assesses own performance to identify personal strengths and weaknesses (Developing Self) t Demonstrates openness to the contributions of all team members (Contributing to Teams) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 7

9 Opportunity Behaviors Behavior (Competency) t Assigns tasks to employees based upon multiple criteria (for example: skill level, developmental needs, workloads, and schedules) (Delegating Tasks) t Shows concern for even the smallest details of a task (Focusing on Quality) t Uses available tools to attract and select employees (Hiring & Staffing) t Establishes open channels of communication with group members (Leading Groups) Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self All Other Self All Other Self All Other Self Page: 8

10 Character Social Character t Integrity - Keeps organizational and personal promises and commitments t Compassion - Shows genuine concern for the welfare and feelings of others t Propriety - Demonstrates professional and culturally appropriate behavior when dealing with others t Values Diversity - Values diversity of race, gender, age, and cultural experiences and beliefs t Cooperative - Willingly offers to help, assist, or collaborate with others in accomplishing work goals t Accessible - Makes self easily accessible to others Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 9

11 Character Organizational Character t Ethical - Maintains high ethical standards t Customer Focus - Acts to ensure a high level customer service t Leadership Courage - Maintains principles in the face of organizational or business challenges t Organizational Commitment - Supports the organization's decisions, goals, and values Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self Page: 10

12 Character Personal Character t Risk Taking - Willing to take risk when doing so is in the best interest of the organization t Initiative - Recognizes when actions are needed and takes personal responsibility for getting them accomplished t Drive - Shows high levels of energy and focus when needed to reach high levels of performance t Sense of Urgency - Responds quickly to pressing organizational demands t Tenacity - Perseveres with an issue or problem until the matter is settled or the objective is no longer attainable t Resilience - Remains focused and productive in the face of pressure or set backs t Willingness to Adapt - Adjusts to new situations and work demands t Stress Management - Deals effectively with job-related stress for self and employees Raters Your Score Other - Self Organization Norm All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self All Other Self Page: 11

13 Open-Ended Comments What do you consider to be this person's area of greatest strength on the job? t Chris is very focused on coaching and developing his employees. t He is an effective communicator. His messages are clear and concise. t Chris is a great team member. He always delivers on his commitments. t Nothing seems to ruffle Chris. He adapts very well to all the changes we have around here. t Chris is an excellent decision-maker. Even when he goes against the popular choice, he is usually right. t He shows genuine concern for my development and success. t Chris is very fair in the way he treats his employees. t He doesn't hesitate to change his approach if it isn't working. t His feedback to me has always been helpful. Page: 12

14 Open-Ended Comments In what area does this person most need to improve his/her job performance? What specific activity would you suggest that will most help this person improve in this area? t Chirs does not always inform his team about key organizational intiatives. t Use a portion of each team meeting to update staff t Conflict resolution skills t Read a book or take a course on conflict resolution t He doesn't always hire the best people. t Ask HR for assistance and training t He doesn't delegate enough work and takes on too much himself. t Delegate more, and not just the low priority tasks. t His own development. t Take a training class on leadership t I'd like Chris to be more concerned with the quality of the work that his team produces. t Implement some quality assurance processes on team's work products. t Is not very concerned with process improvement. t Ask staff for process improvement ideas t None t The assignments he gives me are not always clear. t When he makes an assignment, Chris should state the outcome he wants and the due date. t While Chris generally makes good decisions, he doesn't always gather enough information before he makes them. t Ask his employees, manager, and peers for input before making important decisions Page: 13

15 Open-Ended Comments What additional comments would you like to share regarding this person's Leadership Character? t I like the way Chris models collaboration. t Chris should be a bit more customer-focused. t None. t I feel Chris has geniune concern for me and my career. t Chris could be very successful here if he had more drive. t Chris is a "company man." He always sides with the organization. t I don't think his ethical standards are high enough. Page: 14

16 . Performance Leader Navigator Behavioral Detail Developing Employees t Uses observations and performance data to identify employee development needs t Works with employees to identify learning experiences (for example: training, on-the-job assignments, self-development) t Provides on-the-job reinforcement for employee skills learned in training or development experiences Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 15

17 Behavioral Detail t Helps employees create and implement plans for skill development t Encourages employees to develop knowledge of new technologies, tools, and/or systems Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 16

18 . Performance Leader Navigator Behavioral Detail Coaching & Feedback t Provides feedback on an ongoing basis, rather than just during formal performance reviews t Provides specific examples when giving feedback t Involves the employee in an open discussion of the performance feedback to obtain his or her perceptions and reactions Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 17

19 Behavioral Detail t Considers employees' self-esteem when providing feedback t Models appropriate behaviors for task performance Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 18

20 . Performance Leader Navigator Behavioral Detail Motivating Employees t Ensures that an employee's good performance will lead to rewards that are valued by the employee t Communicates the expectation that the employee is capable of successfully achieving the assigned objective t Uses negative consequences when necessary in order to change behavior Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 19

21 . Performance Leader Navigator Behavioral Detail Setting Work Group Objectives t Sets work group objectives that are challenging, measurable, attainable, and specific t Develops, either alone or with others, the most effective approaches to meet objectives t Provides feedback to work group on their progress toward attaining the objectives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 20

22 . Performance Leader Navigator Behavioral Detail Managing Performance t Observes employee performance or work output on a frequent basis t Communicates and documents performance expectations t Takes decisive action (for example: reassignment, demotion, termination) when performance expectations are not met Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 21

23 Behavioral Detail t Demonstrates fairness across employees when managing performance Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 22

24 . Performance Leader Navigator Behavioral Detail Setting Employee Goals t Ensures that employee goals are challenging, yet achievable t Ensures that employee goals are specific t Ensures that employee goals are observable and measurable Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 23

25 Behavioral Detail t Gains acceptance for goals and commitment to achieve them Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 24

26 . Performance Leader Navigator Behavioral Detail Planning Work Tasks t Identifies activities necessary to complete the tasks t Prioritizes activities that need to be completed in order to accomplish tasks on time t Identifies the resources necessary to complete the tasks Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 25

27 Behavioral Detail t Adapts plans when faced with unexpected events Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 26

28 . Performance Leader Navigator Behavioral Detail Coordinating Work Activities t Allocates and reallocates resources as circumstances require t Establishes clear responsibilities for achieving objectives t Establishes timelines and deadlines for achieving objectives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 27

29 . Performance Leader Navigator Behavioral Detail Directing Tasks t Ensures that employees clearly understand the tasks that need to be performed t Clarifies expected results of assigned tasks t Requests periodic updates regarding progress on assigned tasks Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 28

30 . Performance Leader Navigator Behavioral Detail Delegating Tasks t Identifies tasks that are the most appropriate to delegate t Assigns tasks to employees based upon multiple criteria (for example: skill level, developmental needs, workloads, and schedules) t Removes obstacles that might prevent the task from being completed Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified Indicator Page: 29

31 . Performance Leader Navigator Behavioral Detail Hiring & Staffing t Assesses current and future staffing needs of the business unit t Uses available tools to attract and select employees t Makes sound hiring decisions by matching the job's requirements to the individuals' capabilities Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 30

32 . Performance Leader Navigator Behavioral Detail Focusing on Quality t Encourages employees to identify ways to improve work processes or business outcomes t Advocates for continuous quality improvement with management and colleagues t Shows concern for even the smallest details of a task Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other q Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified Indicator Page: 31

33 . Performance Leader Navigator Behavioral Detail Demonstrating Interpersonal Versatility t Recognizes when differences in communication style are impacting work relationships t Takes steps to reduce interpersonal tension during an interaction t Modifies own behavior to help others feel more comfortable in an interaction Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 32

34 Behavioral Detail t Adapts own actions to meet the cultural norms and values of others Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 33

35 . Performance Leader Navigator Behavioral Detail Resolving Conflict t Addresses potential conflict before it escalates to negatively impact business operations t Focuses on issues, behaviors, and outcomes rather than personalities when managing conflict t Allows each employee or group to express their views and offer solutions Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 34

36 Behavioral Detail t Provides a resolution to the conflict when the employees or groups cannot agree and when work objectives demand a quick resolution Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 35

37 . Performance Leader Navigator Behavioral Detail Communicating t Pays close attention to what others are saying t Takes into account others' cultural backgrounds when interpreting their communications and actions t Communicates concisely without jeopardizing the message's clarity Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 36

38 Behavioral Detail t Defines acronyms, jargon, and other terms that may be misunderstood by listeners t Writes in a well-organized manner to help facilitate understanding t Ensures that written materials contain all relevant information necessary to understand the message Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 37

39 . Performance Leader Navigator Behavioral Detail Leading Groups t Meets with individual group members to stay informed of their current work situation, such as workload, satisfaction, or career aspirations t Establishes open channels of communication with group members t Keeps group on task by providing focus, direction, and performance feedback Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 38

40 Behavioral Detail t Establishes processes to keep group members informed regarding issues and information that affect the group's work t Takes action to help resolve group workflow problems, such as division of responsibilities, obstacles, or communication issues Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 39

41 . Performance Leader Navigator Behavioral Detail Understanding Business Issues t Defines the full scope of the problem before taking action t Differentiates critical from non-critical issues in order to prioritize actions t Gathers information from a variety of sources Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 40

42 Behavioral Detail t Considers the impact and implications of decisions before making them Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 41

43 . Performance Leader Navigator Behavioral Detail Making Decisions t Recognizes when to obtain the input of others before making decisions t Makes timely decisions in spite of complexity, ambiguity, and uncertainty t Does not delay in making decisions that may produce unpleasant consequences Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 42

44 Behavioral Detail t Chooses the best solution after carefully weighing the alternatives Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 43

45 . Performance Leader Navigator Behavioral Detail Contributing to Teams t Demonstrates openness to the contributions of all team members t Completes own portion of team tasks as assigned t Accepts and supports team decisions once they are made Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 44

46 . Performance Leader Navigator Behavioral Detail Managing Time t Accurately estimates the time required to accomplish tasks t Completes tasks on time and meets required deadlines t Manages own time effectively Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 45

47 Behavioral Detail t Demonstrates respect for other people's time and commitments Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 46

48 . Performance Leader Navigator Behavioral Detail Developing Self t Assesses own performance to identify personal strengths and weaknesses t Acts on self-analysis and feedback by modifying behavior and taking steps to improve performance t Keeps current on own functional or technical area of specialty Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other Self Manager Direct Report Peer Customer Unclassified All Other q Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified All Other Self Manager Direct Report Peer Customer Unclassified Indicator Page: 47

49 Behavioral Detail t Uses opportunities for learning and self-development Current Target Your Score Current - Organization Norm Raters Current Target Target Current Target All Other p Self Manager Direct Report Peer Customer Unclassified Indicator Page: 48

50 Development Recommendations Strengths Summary The following competencies represent your strengths as identified in this report. t t t Making Decisions Coaching & Feedback Demonstrating Interpersonal Versatility Focusing time and energy on your strengths is as important as addressing your developmental opportunities. Strengths represent the skills in which you excel and often represent your unique talents. Your strengths are important assets to you and to your organization, and continued growth of your strengths is critical to your own and your organization's success. There are three primary approaches to growing your strengths: Develop, Leverage, and Share. Develop Continuing to develop your strengths will ensure that they become even more useful and valued. Keep in mind that strengths, when left alone, will atrophy and may eventually disappear. There are several actions you can take to develop your strengths. First, look at your strengths as a whole and consider what they may indicate about your unique talents. In other words, what are the unique skills you bring to your group or organization? Create your own "Talent Statement." This is a document in which you describe what you believe are the unique and valuable contributions you make to the organization. Share this with others, such as a peer, manager, or coach. Ask them if they agree with your statement or how they might modify it. Compare your Talent Statement to your current job or position. Are you frequently provided with opportunities to use your talents? If your talents are not currently being used, are there ways to modify your job or expand your position that would allow you to use your talents? Consider developing your talent into an expertise. For some skills, there is no limit to how much you can learn, and having a true expert in your area of talent could be of value to you and your organization. Make a personal commitment to yourself to master a specific talent. Seek out information to continue to learn about and grow that talent. Find an existing expert and ask him or her to mentor you in growing that talent. Page: 49

51 Leverage Leveraging a strength means finding new or different ways to use your talent to create greater value for your organization, your community, or yourself. Consider some of the actions below that might help you identify how to use a talent in new ways or in new situations. Are there specific work responsibilities or projects that will allow you to apply your strengths in new ways? Ask your manager or coach whether there are new assignments or responsibilities you could take on. Are there ways that other departments or groups in your organization might be able to use your talents? For example, if you have a talent for team building, are there ways for you to consult with other departments on their teams? If you have a talent for writing, can you use, and expand, your talent by doing some writing for Marketing or for publication in trade journals? Are there ways to use your talents in other parts of your life or in your community? Helping your neighborhood school, arts organization, or community group can both help you develop your talents faster and provide needed assistance to community or nonprofit organizations. Share Everyone who has ever taught knows that the best way to learn is by teaching. By sharing your talents with others, you not only help them grow and develop, you also help yourself improve. The first step in teaching or coaching someone is clarifying for yourself how your talent was developed. Think about how you first started developing your talent. Break the talent down into component skills before trying to coach others. Identify someone whose developmental need is the same as your area of strength, and offer to coach him or her in that area of need. Identify a newer or less-experienced employee whose performance could be enhanced by acquiring your talent. Offer to be a mentor to that person in developing that talent. Many experts believe that growing your talents is important for long-term career success. All championship athletes, renowned scientists, and accomplished professionals found something they were good at and focused on growing that talent. It is no different for you-it is always valuable for you to focus energy and time on growing, improving, and expanding your talents as completely as possible. Page: 50

52 Opportunities Summary The following competencies represent your greatest developmental opportunities as identified in this report. You can improve your performance and your contributions to the success of the organization by focusing your developmental activities on these competencies. t t t Delegating Tasks Coordinating Work Activities Focusing on Quality The remaining pages of this report provide a description of each opportunity and specific developmental recommendations for improving these skills. Recommendations are in the form of on-the-job activities you can perform as well as books, seminars, and other resources that may help you acquire or improve upon these competencies. Page: 51

53 Delegating Tasks Given the typical workload of most leaders, the ability to delegate well continues to be a key factor in determining a leader's overall productivity and performance. Yet effective delegation is more than just assigning a task to someone else for completion. Successful leaders take the time to consider which tasks to delegate and to which employee to assign the tasks, with the intent of helping the employee grow and develop his or her own skills. By balancing task completion with the opportunity to develop the bench strength of the work group, leaders can build value with every task they delegate. Taking Action Consider the following activities to improve your skill in delegating the right tasks to the right employees. Delegate activities to help others reach their goals. The first benefit of delegating is ensuring the necessary work is done. However, many times there can be a secondary benefit of helping an employee with his or her goals or development needs. 1. When you identify a task or activity to delegate, consider the employees who are available to do the task. 2. Think about each employee's interests, career goals, or development goals. If possible, delegate the activity to someone who can gain the most benefit from handling the task. 3. Meet with the employee to fully communicate and explain the requirements of the task. 4. Let the employee know why you are giving him or her this assignment (e.g., to provide an opportunity to use or develop new skills). 5. If this is a development opportunity for the employee, discuss how you or someone else will provide support. 6. After the task is completed, discuss with the employee what he or she learned or gained from the experience. Ensure success by removing obstacles. By discussing potential obstacles to successful task completion, you will help ensure success while providing additional development for the employee taking responsibility for the task. 1. When you delegate a task, ask the person who will be performing the task about any potential obstacles he or she can anticipate. Talk through the situation to identify how the employee can either proactively remove the obstacle or deal with the obstacle if it occurs. 2. Mention any additional obstacles that you can anticipate and discuss how to prevent or handle them as well. 3. Identify the people who can support the employee if a problem arises in the midst of the project. 4. After the task is completed, ask the employee about any surprises encountered and what he or she learned. Page: 52

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