1 / 9. Executive Director Succession Planning Survey

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1 Q Select the leadership preference that you would like to see in an executive director. Extrovert Introvert Essential stimulation is from the environment the outer world of people and things Essential stimulation is from within the inner world of thoughts and reflections Energized by other people, external experiences Energized by inner resources, internal experiences Does best work externally, in action Does best work internally, in reflection Interests have breadth Interests have depth Usually communicate freely expressive Communication is usually reserved until they know and trust a person Acts, maybe reflects, acts Reflects, maybe acts, reflects Thinks best when talking with people Thinks best when alone shares with others when clear what they believe Usually takes the initiative in making contact with other people Usually lets other people initiate contact Has broad friendships with many people gregarious Has few deep friendships intimacy Prefers to talk and listen Prefers to read and write Answered: Skipped: Choose one Extrovert Extrovert Extrovert Introvert Introvert Introvert Total Weighted Average Choose one 5.8% 8.6% 5.77% 5.8%.5 / 9

2 Q Select the leadership preference that you would like to see in an executive director. Sensing Intuiting Takes in information by way of the five senses - sight, sound, feel, taste, and smell Processes information by way of a sixth sense or hunch Looks at specific parts and pieces Looks at patterns and relationships Deals with known facts Deals with possibilities Lives in the present, enjoying what is there Lives toward the future, anticipating what might be Trusts experience Trusts theory more than experience Tends to be seen as realistic Tends to be seen as imaginative Likes to be able to apply reliable, proven solutions to problems Likes problems that require new solutions Likes the concrete Likes the abstract Learns sequentially step by step Learns by seeing connections jumps in anywhere, leaps over steps Tends to be good at precise work Tends to be good at creating designs Answered: Skipped: Choose one Sensing Sensing Sensing Intuiting Intuiting Intuiting Total Weighted Average Choose one 7.69%.8%.77%.77% 7.69%.9 / 9

3 Q Select the leadership preference that you would like to see in an executive director. Thinking Feeling Decides on the basis of logic and objective considerations Decides on the basis of personal subjective values Tends to decide things impersonally based on analysis and principles Tend to decide things on the basis of what they like or don t like, their values, or on the impact of their decisions concerning people Trusts logic Trusts personal reactions Places a premium on fairness Places a premium on harmony Spontaneously finds flaws, criticizes Spontaneously looks for ways to connect, appreciates Good at analyzing plans Good at understanding people Values reasonableness Values compassion Tends to be questioning Why? Tends to be accommodating Answered: Skipped: Choose one Thinking Thinking Thinking Feeling Feeling Feeling Total Weighted Average Choose one 6.5% 8.77% 7.69%.5 / 9

4 Q Select the leadership preference that you would like to see in an executive director. Judging Perceiving Decisive, planned and orderly Flexible, adaptable and spontaneous Enjoys being orderly Enjoys being curious, discovering surprises Feels comfortable establishing closure Feels comfortable maintaining openness Works best when they can plan and when they can follow the plan Enjoys working on different projects as interests surface Schedules and plans to avoid anxiety resulting from too many tasks Energized by deadlines enjoys last minute rushes Does not easily tolerate uncertainty Able to tolerate ambiguity Likes definite order, structure Likes going with the flow Answered: Skipped: Choose one Judging Judging Judging Perceiving Perceiving Perceiving Total Weighted Average Choose one 5.8% 8.6% 5 8.6% %.6 / 9

5 Q5 Please rank-order your top five of the following 7 Leadership Competencies. of the competencies should have an N/A, while your top five should be ranked with most important first. Answered: Skipped: JOB KNOWLEDGE - Assumes... QUALITY OF WORK - Work... PLANNING AND ORGANIZATION... ANALYTICAL ABILITY - Ab... COMMUNICATION SKILLS -... LEADERSHIP - Demonstrates... DECISION MAKING -... DELEGATION - Constantly... FOLLOW-UP - Initiates go... OTHER STAFF AND MEMBERS... GENERAL PUBLIC - Demonstrat... PROBLEM SOLVING - Is... RESOURCEFULNESS - Examines a... INITIATIVE - Generates... INGENUITY AND INNOVATION -... STABILITY UNDER STRESS... DEPENDABILITY - Exhibits N/A Total Score JOB KNOWLEDGE - Assumes initiative in developing awareness of changes pertinent to the profession 6.67% 5.% 6.67%.67% 5.57 QUALITY OF WORK - Work is consistently thorough, accurate and on time 8.%.5 PLANNING AND ORGANIZATION - Develops task objectives, timelines, and evaluation procedures independently and/or collaboratively, as required 5.% 5.%.67% / 9

6 ANALYTICAL ABILITY - Able to analyze situations and problems from numerous points of reference 9.67%. COMMUNICATION SKILLS - Communications constantly conform to acceptable standards of speech and written skills for general and specific audiences 6.67%.67% LEADERSHIP - Demonstrates the ability to assume responsibility in a variety of situations with maximum effectiveness % 6.67% 6.67% 6. DECISION MAKING - Decisions are based on a sound basis and are developed either independently or collaboratively, as required 5.% 5.% 6.67%.% 5. DELEGATION - Constantly aware of the need for delegation and use good judgment in delegating responsibility to subordinates 8.%. FOLLOW-UP - Initiates good follow-up procedures and is constantly aware of the status of delegated projects 8.%.5 OTHER STAFF AND MEMBERS - Demonstrates the ability to relate well with others in a fair and cooperative manner 9.67%. GENERAL PUBLIC - Demonstrates the ability to relate well with others in a fair and professional manner 8.%. PROBLEM SOLVING - Is highly effective in developing methods and solutions to situations and problems 75.% 9.67 RESOURCEFULNESS - Examines and utilizes all possible resources in solving a problem 75.% INITIATIVE - Generates positive action in a variety of situations and frequently makes suggestions 9.67%. INGENUITY AND INNOVATION - Effectively supports and contributes to a culture of ingenuity and innovation through example, dialogue, and relationship building 6.67% STABILITY UNDER STRESS - Reacts appropriately to all situations and is capable of analyzing and recommending solutions regardless of the situation 9.67% 6. 6 / 9

7 DEPENDABILITY - Exhibits reliability in adhering to timelines, performing tasks, and reacting to situations in a positive manner 66.67% / 9

8 Q6 Please rank-order your top three of the following nine ideal decision making focus areas for WASBO. Six of the competencies should have an N/A, while your top three should be ranked with most important first. Answered: Skipped: STAFF DRIVEN - Staff makes... STAFF DIRECTED - Staff make... PRODUCT DRIVEN - Staff make... MARKET DRIVEN - Member and... MEMBER DIRECTED -... MEMBER RESPONSIVE -... NEED DRIVEN - Leadership... MEMBER DRIVEN - Members ma... OFFICER DRIVEN - Leadership N/A Total Score STAFF DRIVEN - Staff makes decisions based on what the staff believes is best for the staff. 8.% 5. STAFF DIRECTED - Staff makes decisions based on what the staff believes is best for the organization. 6.67% 75.% 9 5. PRODUCT DRIVEN - Staff makes decisions based on what existing or revised products could be offered at desired revenues. 6.67% 75.% MARKET DRIVEN - Member and staff leadership make decisions about what they think is best for the membership based upon limited information about member wants. High level strategy is often not reflected in program decisions or activity at work level. 6.67% MEMBER DIRECTED - Leadership makes decisions based on a continuous stream of information about members needs, wants and preferences. Organizational strategy is based on outcomes desired and is sensitive to both vision and needs % 6.67% 8.5 MEMBER RESPONSIVE - Leadership makes decisions based on their perceptions of what members want and need. 5.% 6.67% NEED DRIVEN - Leadership makes decisions on what they believe is best for the organization..% 5.% 6.67% 6.67% 8. 8 / 9

9 MEMBER DRIVEN - Members make decisions about what they think is best for the membership based upon limited information about member wants. Staff has only administrative responsibilities and volunteers do most of the work. 8.% 8.5 OFFICER DRIVEN - Leadership makes decisions based on what they believe is best for them. 8.% 6. 9 / 9