Leadership Potential Indicator

Transcription

1 MySkillsProfile Leadership Potential Indicator > Leadership Challenge Report Name: Barbi Reuter Management Level: Senior manager Date: 17 Jan 2012 LEADERSHIP ASSESSMENT & DEVELOPMENT

2 Leadership Potential Indicator myskillsprofile Introduction The Leadership Potential Indicator (LPI) measures aspects of your leadership style by asking you questions about your behaviors, attitudes and reactions in various management and leadership situations. Groups of questions relate to different aspects of leadership skills called competencies. It is the particular combination of competencies possessed by a person that shapes their style and contributes to their job performance. Competencies are not the only influence on your leadership ability, however, as your personality, your particular talents, your interests, your values, your pattern of intellectual abilities, your life experience and your current situation also contribute to making you the person you are. Psychological tests do not measure the whole you which is why they need to be interpreted in the context of other information about you. Please bear the following points in mind as you consider the results from your assessment: First, your profile is based on what you have said about yourself through your responses to the questionnaire so that what we are measuring is your own perception of your management and leadership competencies. Second, your 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 particular profile or impression of your management and leadership skills. Third, the LPI is a questionnaire which produces a profile of your strengths and weaknesses based on a comparison of your scores against those of an international comparison group of over 10,000 people in management and leadership positions. Your results are reported on a ten point scale known as the Standard Ten (Sten) scoring system. The table below shows what different scores indicate about your current levels of competence. Sten Percentile Meaning Level Competence 8-10 A score of 8 is higher than about 90% of the comparison group 7 A score of 7 is higher than about 75% of the comparison group 5-6 A score of 5 is higher than about 40% of the comparison group 4 A score of 4 is higher than about 25% of the comparison group 1-3 A score of 3 is higher than about 10% of the comparison group 5 Very well-developed competency/outstanding strength 4 Well developed competency/emerging strength 3 Moderately well developed competency/mid-range skill 2 Less developed competency/embryonic skill 1 Least developed competency/possible flaw Finally, please note that this assessement is intended to help you clarify your view of yourself and help you to develop your skills 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. Report for Barbi Reuter 17 Jan

3 Leadership Potential Indicator myskillsprofile What the scales measure The twenty scales of the Leadership Potential Indicator measure the following competencies. Scale Initiating Activity Taking Risks Creating & Innovating Adapting to Change Analyzing & Interpreting Making Decisions Planning & Prioritizing Monitoring Quality Competencies Shows initiative, has positive attitude, self-starter Takes risks, challenges accepted practice, bends rules to make progress Originates change, makes things better, produces creative ideas and solutions Adapts quickly to change, responds flexibly to people and situations Analyzes situations carefully, makes rational judgments and logical decisions Decides quickly, displays confidence, acts independently when necessary Plans and prioritizes work activities, manages time effectively Takes pride in work, does job well, gets the detail correct Managing Change Organizing Planning and Communicating Listening & Supporting Relating & Networking Teamworking Achieving Goals Meeting Customer Needs Focusing on the Business Learning & Developing Persuading & Influencing Motivating & Empowering Coaching Others Coping with Pressure Expresses views clearly, makes impact with presentations Sensitive to people's needs, involves people in plans and decisions Develops strong working relationships, builds rapport quickly Strong team player, works effectively with people Self-motivated, driven to get ahead, prepared to do whatever it takes Applies customer concepts, focuses on quality and service Focuses on bottom line, controls costs, sets ambitious targets Exploits opportunities for self-development, energetic, self-aware Has presence and authority, enjoys being in charge, takes lead Empowers and motivates team members, delegates tasks effectively Coaches and develops team, gives regular feedback Handles pressure and stress, stays calm and in control Interpersonal Skills Results Orientation Leadership Report for Barbi Reuter 17 Jan

4 Leadership Potential Indicator myskillsprofile Leadership Profile Summary Leadership Level Level 3/4 You are in a senior management position and your overall leadership score is in the top 25% of the comparison group. Taken together, your management experience and your test results suggest that you are likely to be operating at Level 3 or Level 4 at present. Your leadership competency profile also indicates that you recognize the need to improve your knowledge and skills in some areas. Developing the Vision Modernizer Modernizers challenge the old order and its way of doings things. Combining competencies in managing change and planning and organizing, modernizers come up with a specific vision for organizational change along with a plan with milestones for implementation. Sharing the Goals Director Directors build understanding and ownership of the organization's vision and objectives through a blend of strong leadership and communication skills. Directors provide direction and control but they also have the interpersonal skills to inspire, persuade and cajole employees to deliver the vision and strategy. Gaining Support Catalyst Catalysts increase the rate of change in an organization because they are people-oriented innovators. Catalysts are change agents who possess a creative style along with empathy and good interpersonal skills. Their empathy and interpersonal skills mean that they deal skilfully with other people's concerns and/or resistance to change. Delivering Success Corporate Manager Corporate Managers are used to operating in large organizations where new initiatives tend to be planned by groups of people. They understand the importance of achieving corporate objectives, targets and deadlines in order to advance in the organization. This type of manager tends to operate in a systematic and organized manner and presents himself or herself as "a safe pair of hands". Corporate managers can find it unsettling to work in a fast moving environment where decisions need to be made on instinct and intuition and without the support of committees and steering groups. Report for Barbi Reuter 17 Jan

5 Leadership Potential Indicator myskillsprofile Leadership Level The LPI leadership model defines 5 levels of leadership summarized in the table below. At the high performing end of the continuum are Level 5 leaders who possess well-developed management and leadership skills. Level 5 leaders make up the top 10% of the international benchmark group. At the other end of the continuum are Level 1 individual contributors who need to boost their capability to make a successful move to management. The LPI leadership level indicator is based on your current management level and analysis of your responses to all the questions. Level Sten Level Description Outstanding leader who delivers exceptional performance through a combination of well-developed skills and competencies in management and leadership. 4 7 Effective leader who possesses many well-developed skills and competencies in management and leadership Competent manager who possesses moderately well-developed skills and competencies in management and leadership. 2 4 First-level manager with some moderately well-developed skills and competencies in management and leadership and some weaker areas and gaps Individual contributor who needs to boost management and leadership skills and competencies in order to join the management ranks. What Level Are You? You are in a senior management position and your overall leadership score is in the top 25% of the comparison group. Taken together, your management experience and your test results suggest that you are likely to be operating at Level 3 or Level 4 at present. Your leadership competency profile also indicates that you recognize the need to improve your knowledge and skills in some areas. Leadership Style and Competencies The next section depicts your management/leadership style and competencies across the four functions of leadership described by Bartram (2009). Developing the Vision: The strategic side of management and leadership to do with development of the vision, strategy and change program. Sharing the Goals: The communication aspect of management and leadership to do with sharing and presenting the vision, strategy, change program and plans. Gaining Support: The people side of management and leadership involving building support for the vision, strategy, change program and plans. Delivering Success: The operational aspect of management and leadership related to planning, execution and performance management. Report for Barbi Reuter 17 Jan

6 Leadership Potential Indicator myskillsprofile Developing the Vision Creating and living a vision is the role of leaders in organizations. A successful vision gives a sense of the future, guides decision making and strategy, creates a shared purpose, provides guidelines that determine behavior, inspires emotion and connects to values. Developing a vision, mission and values is the foundation for long term success but it takes time and commitment. Our leadership model identifies four approaches to vision building based on an individual's competencies in managing change and planning and organizing. These styles are illustrated in the graphic below. Modernizer Modernizers challenge the old order and its way of doings things. Combining competencies in managing change and planning and organizing, modernizers come up with a specific vision for organizational change along with a plan with milestones for implementation. Originator Originators come up with new ideas for research or technology or production for the organization. They operate best in environments that call for idea generation and creativity. They differ from Modernizers in lacking the planning and organizational skills to translate concepts and ideas into firm proposals for change. Implementer Implementers are skilled at setting up, scheduling and tracking projects. They have the skills and attributes to define tasks, identify dependencies between tasks and critical paths, produce Gantt charts and manage resources. They differ from Modernizers and Originators in finding it difficult to generate original ideas about new markets or products or technologies that provide the basis for vision building. Traditionalist Traditionalists are more comfortable in stable organizations that utilize tried and tested technologies. Traditionalists lack the competencies to lead the development of a vision in organizations operating in fast moving business environments. Where are you? You seem to possess the style and characteristics of a Modernizer as you appear to have pretty well-developed competencies in both managing change and planning and organizing. The profile chart at the end of the report shows your scores on the relevant competencies. We recommend that you focus your development efforts on any areas where you got lower scores. Managing Change Low High Originator Traditionalist Modernizer Implementer Low Planning & Organizing High Report for Barbi Reuter 17 Jan

7 Leadership Potential Indicator myskillsprofile Sharing the Goals Today's leaders need to be able to share information and build understanding with bosses, peers, subordinates and other groups of stakeholders such as shareholders and financial institutions. This includes information about the company's vision, goals, strategies, services and financial performance. Sharing the goals requires leadership skills and interpersonal skills. Director Directors build understanding and ownership of the organization's vision and objectives through a blend of strong leadership and communication skills. Directors provide direction and control but they also have the interpersonal skills to inspire, persuade and cajole employees to deliver the vision and strategy. Presenter Presenters have strong oral communication skills and make good public speakers and chairpersons. They have the skills to communicate the vision and build a shared understanding of company goals based on an agreed script. Presenters can struggle, however, when employees look for direction and there is not an agreed company position. Regulator Regulators are strong on setting the direction of travel and exercising control but weaknesses on the interpersonal side mean they lack the ability to share the vision, goal and objectives with others. Independent and socially reserved, regulators often rely on a task-oriented management style to achieve objectives and deliverables. Follower Followers operate best in team positions without managerial responsibilities. In managerial and leadership positions, followers require considerable support to combat their natural reserve and unwillingness to exercise leadership and control. Where are you? You seem to possess the style and characteristics of a Director as you appear to have pretty well-developed competencies in both interpersonal skills and leadership. The profile chart at the end of the report shows your scores on the relevant competencies. We recommend that you focus your development efforts on any areas where you got lower scores. Interpersonal Skills Low High Presenter Follower Director Regulator Low Leadership High Report for Barbi Reuter 17 Jan

8 Leadership Potential Indicator myskillsprofile Gaining Support Today's leaders have to build support for change among their employees, their customers and their stakeholders such as shareholders and financial institutions. While the management team may be positive about change, more junior staff often feel threatened by change and worry about the implications for their jobs. Managing change requires initiating, scoping, communicating and project managing with other people. Leaders need good interpersonal skills to carry out these tasks successfully dealing with people's feelings and emotions. Catalyst Catalysts increase the rate of change in an organization because they are people-oriented innovators. Catalysts are change agents who possess a creative style along with empathy and good interpersonal skills. Their empathy and interpersonal skills mean that they deal skilfully with other people's concerns and/or resistance to change. Explorer Explorers thrive on change and enjoying venturing into new territories. They are strongly focused on opening up new markets and taking the organization in new directions. Being very independent-minded, Explorers tend to expect others to see things the way they do and tend to underestimate the amount of effort needed to gain support for change. Adaptor Adaptors are people managers who are most comfortable implementing change programmes initiated by other managers, for example, by headquarters. Adaptive leaders have the people skills to gain support for change but tend to lack the creativity and drive to personally initiate radical change in an organization. Defender Defenders tend to be slightly more resistant to new ideas and initiatives particularly those brought about by new technology. In leadership positions, Defenders need to be convinced about the benefits of technology led change before they embrace it. Defenders tend to worry about our dependency on technology and that modern technology has evolved to control us rather than to serve us. Where are you? You seem to possess the style and characteristics of a Catalyst as you appear to have pretty well-developed competencies in both managing change and interpersonal skills. The profile chart at the end of the report shows your scores on the relevant competencies. We recommend that you focus your development efforts on any areas where you got lower scores. Managing Change Low High Explorer Defender Catalyst Adaptor Low Interpersonal Skills High Report for Barbi Reuter 17 Jan

9 Leadership Potential Indicator myskillsprofile Delivering Success Delivering success requires a combination of careful planning and energy, dedication and commitment. Neither set of competencies is sufficient by itself. A carefully crafted strategy will not succeed without people with ambition and drive to implement it. Similarly, without planning and organization, energy and drive can be wasted on the wrong tasks. At the individual level, a person's scores on these two dimensions result in four characteristic styles. Corporate Manager Corporate Managers are used to operating in large organizations where new initiatives tend to be planned by groups of people. They understand the importance of achieving corporate objectives, targets and deadlines in order to advance in the organization. This type of manager tends to operate in a systematic and organized manner and presents himself or herself as "a safe pair of hands". Corporate managers can find it unsettling to work in a fast moving environment where decisions need to be made on instinct and intuition and without the support of committees and steering groups. Individual Contributor Individual Contributors operate best outside or on the fringes of traditional management structures. They are like entrepreneurs bringing creative proposals and ideas to projects. They operate best like consultants moving between different things rather than managing a large team or business unit. The individual contributor prefers to operate on his or her own and tends to get frustrated by project governance structures where decisions are made by committees and steering groups. Planner Planners specialize in scheduling the implementation of new business processes and systems. They are good at working in groups drawing up project plans and organizing work activities in a methodical manner. They are at home working in corporate environments where decisions are taken in groups and alterations are subject to change control procedures. Planners are unsettled when people deviate from company policies and procedures or want to cut corners. They also lack the drive to identify new and innovative ways of doing things. Steady Worker Steady Workers work reliably and steadily and make systematic progress towards their goals over a long period of time. Most organizations need people who are sensible and dependable to carry out tasks that some people with a high level of ambition and drive struggle to find interesting and satisfying. Organizations need steady workers to grow progressively over a long time. Where are you? You seem to possess the style and characteristics of a Corporate Manager as you appear to have pretty well-developed competencies in both results orientation and planning and organizing. The profile chart at the end of the report shows your scores on the relevant competencies. We recommend that you focus your development efforts on any areas where you got lower scores. Results Orientation Low High Individual Contributor Steady Worker Corporate Manager Planner Low Planning & Organizing High Report for Barbi Reuter 17 Jan

10 Leadership Potential Indicator myskillsprofile Development Advice You don't need to completely change your style to become a more effective leader. Mull over this report and identify one or two areas that are likely to have the most impact on your performance. The following kinds of modest changes have been suggested by experts in the field of leadership. Consistent use of the same criteria in decision making builds respect and trust as people know what to expect from their bosses. Try to make your decisions transparent and try to be reliable and genuine when you discuss your reasons for decisions. If you are inconsistent in your thinking and/or behavior, people will distrust you. Displaying positive emotions such as enthusiasm and optimism can be a huge motivator. Convey to your team the message that you know they can do it. It will raise their confidence and stir them to work harder. Encourage people to think about new ways of doing things and come to you with ideas and suggestions. When someone comes to you with ideas, think first about the positive aspects of their proposals - "yes and" instead of "no but". Engage people by asking them what they would do rather than by dictating solutions. People like to be involved in discussions and decisions. Create space in your diary to find out about and pay attention to people's views and concerns. Be careful not to operate through only the best performers who will quickly be perceived as your favorites. Personally thank subordinates for their efforts - face-to-face communication is best but written notes and s will also do. Click here to download suggestions for further learning and development activities and a personal improvement planning template. ( Report for Barbi Reuter 17 Jan

11 Leadership Potential Indicator myskillsprofile Profile Chart Competency High Score Meaning Initiating Activity < > Shows initiative, has positive attitude, self-starter Taking Risks < > Takes risks, challenges accepted practice, bends rules to make progress Creating & Innovating Originates change, makes things better, produces creative ideas and solutions Adapting to Change < > Adapts quickly to change, responds flexibly to people and situations Analyzing & Interpreting Analyzes situations carefully, makes rational judgments and logical decisions Making Decisions < > Decides quickly, displays confidence, acts independently when necessary Planning & Prioritizing Plans and prioritizes work activities, manages time effectively Monitoring Quality < > Takes pride in work, does job well, gets the detail correct Communicating < > Expresses views clearly, makes impact with presentations Listening & Supporting Relating & Networking Sensitive to people's needs, involves people in plans and decisions Develops strong working relationships, builds rapport quickly Teamworking < > Strong team player, works effectively with people Achieving Goals < > Self-motivated, driven to get ahead, prepared to do whatever it takes Meeting Customer Needs Focusing on the Business Learning & Developing Persuading & Influencing Motivating & Empowering Applies customer concepts, focuses on quality and service Focuses on bottom line, controls costs, sets ambitious targets Exploits opportunities for self-development, energetic, self-aware Has presence and authority, enjoys being in charge, takes lead Empowers and motivates team members, delegates tasks effectively Coaching Others < > Coaches and develops team, gives regular feedback Coping with Pressure < Handles pressure and stress, stays calm and in control Managing Change Initiating Activity, Taking Risks, Creating & < > Innovating, Adapting to Change Planning & Organizing < > < > < > < > < > < > < < > < > < > < > Analyzing & Interpreting, Making Decisions, Planning & Prioritizing, Monitoring Quality Interpersonal Skills Communicating, Listening & Supporting, < > Relating & Networking, Teamworking Results Orientation Achieving Goals, Meeting Customer Needs, < > Focusing on the Business, Learning & Developing Leadership Persuading & Influencing, Motivating & < > Empowering, Coaching Others, Coping with Pressure Managing Change Organizing Planning and Interpersonal Skills Results Orientation Leadership Key Factors Report for Barbi Reuter 17 Jan

12 Powered by TCPDF ( Leadership Potential Indicator myskillsprofile About this Report This report was generated using MSP's online assessment system. It is based on a leadership assessment test called the Leadership Potential Indicator (LPI). The report is generated by analyzing the answers of the respondent and substantially reflects the answers made by them. Due consideration must be given to the subjective nature of questionnaire-based ratings in the interpretation of this data. This report has been generated electronically in PDF format and has not been changed or added to by MySkillsProfile.com personnel. MySkillsProfile.com Limited cannot guarantee that the contents of this report are the unchanged output of the computer system. We can accept no liability for the consequences of the use of this report and this includes liability of every kind (including negligence) for its contents. MySkillsProfile.com Limited All rights reserved. MSP and LPI are trademarks of MySkillsProfile.com which is registered in the United Kingdom. Report for Barbi Reuter 17 Jan

13 Development Guide Leadership Potential Indicator >Learning Suggestions MySkillsProfile.com Learning and development suggestions for first level, middle level, and senior level managers who have taken the Leadership Potential Indicator

14 Contents First Level Managers...3 Managing Change...3 Planning & Organizing...4 Interpersonal Skills...5 Results Orientation...6 Leadership...7 Middle Level Managers...8 Managing Change...8 Planning & Organizing...9 Interpersonal Skills Results Orientation Leadership Senior Level Managers Managing Change Planning & Organizing Interpersonal Skills Results Orientation Leadership Personal Improvement Plan Copyright 2010 MySkillsProfile.com Page 2

15 First Level Managers Managing Change Competency Learning Suggestion Read HBR's 10 Must Reads on Managing Yourself (HBR Onpoint Collection) Demonstrate a sense of urgency for achieving goals and resolving problems Initiating Activity Talk to your boss and mentor about behaviors that demonstrate drive and initiative Act quickly when problems arise or circumstances change Review whether your performance is suffering from too much multitasking Read Courage as a Skill by Kathleen K. Reardon (HBR Article) Learn to take calculated risks Taking Risks Do an interactive, action-learning courage-building workshop Talk to your peers about their approach to risk-taking Take things in small steps to make steady progress towards a larger goal Read Six Thinking Hats by Edward De Bono Try out creative thinking techniques such as the six thinking hats and brainstorming with your team Creating & Innovating Attend a course on creativity and innovation Exchange thoughts and ideas about how to manage innovation with colleagues Create time for you and your team to identify opportunities for innovation Read Managing Change (HBS Press Book) Use change as a catalyst for new ideas, enthusiasm and progress Adapting to change Get your team prepared and ready for change Communicate with your team throughout all phases of change and address people's concerns about it Talk to peers about how they are handling major change projects Copyright 2010 MySkillsProfile.com Page 3

16 First Level Managers Planning & Organizing Competency Learning Suggestion Read Competing on Analytics: The New Science of Winning by Thomas Davenport and Jeanne Harris Commit to using analytics to help develop your strategies and policies Analyzing & Interpreting Consider a course to develop your understanding of the theory behind various quantitative methods and the limitations Ask for advice from someone whose analytical skills you admire Collect and analyze data to develop a comprehensive understanding of your customers. Read Why Bad Decisions Happen to Good Managers (HBR Article Collection) Making Decisions Develop a structured approach to decision-making based on information gathering, analysis and consultation Find out about different decision-making techniques using free videos and skillbuilding articles at MindTools.com Learn from bosses and colleagues whose decision-making skills you admire When something large is at stake, insist on getting all the information you need to make a sound decision Read Essentials of Project Management: Business Literacy for HR Professionals (HBS Press Book) Use project management techniques to build the team s operational plans Planning & Prioritizing Book yourself onto a project management training course Consult colleagues who have managed major projects Involve stakeholders in the development of project plans and governance arrangements Read Improving Business Processes (HBS Press Book) Discuss and set quality standards with the team Monitoring Quality Do a course such as the ASQ online Certified Manager of Quality/Organizational Excellence Share views and experiences with your coach/mentor and people you network with Focus on small improvements that produce continual progress Copyright 2010 MySkillsProfile.com Page 4

17 First Level Managers Interpersonal Skills Competency Learning Suggestion Read Harvard Business Essentials: Guide to Business Communication (HBS Press Book) Invest time in providing others with access to information Communicating Sign up for a course on communication skills Observe and learn from colleagues whose communications skills you admire Ask your team how good you are at keeping them informed Read Face-to-Face Communications for Clarity and Impact: The Results-Driven Manager Series (HBS Press Book) Let other people speak first and listen to people s views without interrupting Listening & Supporting Look like you care and ask questions to show that you are interested in what people are saying Observe the behaviors of a colleague or boss who demonstrates good communication and listening skills Ask team members to tell you when you seem to stop listening Read Making Relationships Work: A Conversation with Psychologist John M. Gottman by Diane Coutu (HBR Article) Identify your key customers and stakeholders and build strong relationships with them Relating & Networking Consider customer service and relationship building training Build and maintain a wide network of contacts relevant to your current position and future career plans Talk to peers about how they manage their bosses, customers, and stakeholders Read The Discipline of Teams by Jon Katzenbach and Douglas Smith (HBR Article) Invest time and effort exploring, shaping, and agreeing on a common purpose and translating it into specific performance goals Team working Set up outward bound and other team-building programs Talk to your peers about how they manage their teams Ensure that every member has an equal amount of real work and everyone contributes in concrete ways to the team s goals Copyright 2010 MySkillsProfile.com Page 5

18 First Level Managers Results Orientation Competency Learning Suggestion Read Putting the Balanced Scorecard to Work by Robert Kaplan and David Norton Make sure you have a clear understanding of the strategy by reading strategy documents, speeches by the CEO, reports to shareholders etc Achieving Goals Do a short course on how to use the Balanced Scorecard approach Identify a mentor who can coach/advise you on strategy execution Evaluate your willingness to delegate and your delegation skills Read The Four Things a Service Business Must Get Right by Frances Frei Maintain a database containing customer account history, contacts, interactions, assets etc - for example, salesforce.com Meeting Customer Needs Induct and train new recruits for customer service Discuss with your mentor how you might develop and implement a customer service strategy Review regularly with the team how to improve customer satisfaction Read Understanding Finance: Pocket Mentor Series (HBS Press Book) Focusing on the Business Establish which pieces of financial data you need to pay attention to in order to know what shape your business is in Take a course to learn how to use income statements, balance sheets, and ROI analysis Ask an expert in finance to help you address financial issues and problems Discuss with peers what they have learnt about how to manage the money Read HBR's 10 Must Reads on Managing Yourself Talk to the most important people in your life about what they need from you Learning & Developing Think about how to improve all aspects of your life Review your portfolio of skills and competencies and set goals for improvement activities Take incremental steps that move you towards a larger goal Copyright 2010 MySkillsProfile.com Page 6

19 First Level Managers Leadership Competency Learning Suggestion Read Changing Minds: The Art and Science of Changing Our Own and Other People s Minds by Howard Gardner Build strong relationships with key people whose support you need Persuading & Influencing Go on a negotiating skills training course Learn from people whose influencing skills you admire Address the priorities and concerns of individuals and groups you are seeking to influence Read HBR's 10 Must Reads on Managing People Motivating & Empowering Encourage teamwork and try to make jobs more meaningful, challenging and interesting Do a course to increase your understanding of techniques and behaviors that will improve team performance, productivity and satisfaction Learn from a colleague who is skilled at getting the best from people Do a 360 feedback assessment to find out how other people see you and what it feels like to work for you Read Coaching People: Pocket Mentor Series (HBS Press Book) Create time for coaching and ask for feedback on your efforts Coaching Others Learn about what it takes to be a good coach for example, the eleven core coaching competencies Learn from a colleague or boss who excels in coaching Learn to do directive and non-directive coaching and ask your clients to critique your actions Read Pull the Plug on Stress by Bruce Cryer, Rollin McCraty, and Doc Childre (HBR Article) Learn about and practice the freeze-frame technique to manage stress and performance anxiety Coping with Pressure Do a short course on how to develop personal resilience Talk to peers about the things they do to manage stress in the job Take exercise and keep physically fit Copyright 2010 MySkillsProfile.com Page 7

20 Middle Level Managers Managing Change Competency Learning Suggestion Read HBR's 10 Must Reads on Managing Yourself (HBR OnPoint Collection) Present proposals for change and improvement to your bosses Initiating Activity Encourage the team to demonstrate a sense of urgency for achieving goals and resolving problems Use peers as a sounding board for ideas and proposals for change Volunteer for new responsibilities and assignments Read Courage as a Skill by Kathleen K. Reardon (HBR Article) Taking Risks Assess where your team lies on candor, purpose, will, rigor and risk by taking Your Courage Index at courageinstitute.org Ask your team whether you have achieved the right balance between being too assertive and not assertive enough Be prepared to take bold moves and calculated risks in order to make things better Develop contingency plans for risky situations and worst case scenarios Read The Silver Lining: An Innovation Playbook for Uncertain Times by Scott Anthony Review with the team how successful you have been in implementing new ideas Creating & Innovating Identify innovation opportunities through mapping every step of the job and determining how to improve execution Explore the use of the Balanced Scorecard framework to drive the innovation process Create time for you and your team to identify opportunities for innovation Adapting to change Read The Hard Side of Change Management by Harold Sirkin, Perry Keenan, and Alan Jackson (HBR Article) Use the DICE framework to assess whether you have addressed the hard side of change management Involve stakeholders in developing the change strategy, plans and governance arrangements Ensure that you have the visible backing of senior executives for the change programmed Draw up a detailed change plan with clear transformation stages and targets Copyright 2010 MySkillsProfile.com Page 8

21 Middle Level Managers Planning & Organizing Competency Analyzing & Interpreting Learning Suggestion Read Analytics at Work: Smarter Decisions, Better Results by Thomas Davenport, Jeanne Harris and Robert Morison Review whether you have the right quantitative data and techniques to do predictive modeling Encourage and reward team members for committing to quantitative, fact-based analysis Talk to your peers about how they are using analytics to support decision making Learn when to run with the numbers and when to run with your instincts and intuition Read A Leader s Framework for Decision Making by David Snowden and Mary Boone (HBR Article) Develop systems for team members to share information Making Decisions Use the Cynefin framework to tailor your leadership style according to whether the context is simple, complicated, complex, or chaotic Adopt a broad, inclusive approach that considers all methods of improvement and addresses all aspects of the decision process Invite feedback from direct reports and peers on your decision making style Read Project Management: The View from 30,000 Feet (HBR Article Collection) Break plans into a series of mini rapid results projects each with its own team Planning & Prioritizing Establish challenging goals and give team members the space to figure out what it takes to achieve these Test your project, program and portfolio management knowledge online at Talk to other project managers to exchange views and ideas on effective procedures and controls Read Improving Business Processes (HBS Press Book) Establish responsibilities within the team for processes as well as outcomes Monitoring Quality Do a course such as the ASQ online Certified Manager of Quality/Organizational Excellence Involve stakeholders in redesigning processes Identify and adopt best practice from within and outside the company Copyright 2010 MySkillsProfile.com Page 9

22 Middle Level Managers Interpersonal Skills Competency Learning Suggestion Read Face-to-Face Communications for Clarity and Impact: The Results-Driven Manager Series (HBS Press Book) Develop a team or project communication plan as part of your operational/business plan Communicating Consider a course in advanced communication skills Explore with peers how to improve access to information When you have to deliver bad news, tell people in a straightforward manner what they need to know Read Listening Begins at Home by James Stengel, Andrea Dixon, and Chris Allen (HBR Article) Set aside time without distractions to listen to people s views and concerns Listening & Supporting Facilitate team meetings so team members really listen to each other Read between the lines to find out meaning that is not necessarily put into spoken words Encourage people to express opposing viewpoints and listen to what they have to say Read Harvard Business Review on Strategic Alliances (HBS Press Book) Look for ways to bring out the positive and try to say yes as often as possible. Relating & Networking Develop win/win relationships with customers, employees, suppliers, and investors Review and improve relationships between team members Review the effectiveness of your stakeholder management arrangements Read Managing Teams (HBS Press Book) Team working Hold regular team meetings to discuss the vision, work activities and plans, review performance, celebrate achievement etc Create a team environment where members feel safe to express their views and concerns and put forward ideas Actively manage learning efforts so that the team has the right blend of technical, interpersonal, and problem solving skills Ask the team for feedback on your management style and skills Copyright 2010 MySkillsProfile.com Page 10

23 Middle Level Managers Results Orientation Competency Learning Suggestion Read Putting Strategy to Work (HBR OnPoint Collection) Achieving Goals Make sure you have a clear understanding of the strategy by reading strategy documents, speeches by the CEO, reports to shareholders etc Assess the learning and development that the team will need to implement the strategy Consult and engage key stakeholders in managing execution Hold people accountable for managing delivery Read Marketing Myopia by Theodore Levitt Talk to key customers and stakeholders about their perceptions of your customer service Meeting Customer Needs Hire, induct, develop, and reward employees with customer service in mind List your key customers and summaries what you know about their requirements Talk to staff about issues they face in delivering services to customers Read Finance Basics for Tough Times (HBS Press Book) Focusing on the Business Establish which pieces of financial data you need to pay attention to in order to know what shape your business is in Take a course in advanced financial management techniques Discuss with peers what they have learnt about how to manage the money Identify where you would cut costs if efficiencies are needed Read Be a Better Leader, Have a Richer Life by Stewart Friedman (HBR Article) Pursue excellent performance at work, home, and in the community Learning & Developing Review your portfolio of skills and competencies and set goals for improvement activities Invite feedback from bosses, direct reports, peers, and customers Support the learning and development of your team and inner circle Copyright 2010 MySkillsProfile.com Page 11

24 Middle Level Managers Leadership Competency Learning Suggestion Read Harvard Business Review on the Persuasive Leader (HBS Press Book) Take time to visit and consult the people you are seeking to influence Persuading & Influencing Do a course on advanced negotiation skills Ensure that your gestures, expressions and tone of voice match the words being spoken Ask your peers whether they think you are fighting the right battles Read Motivating People (HBS Press Book) Motivating & Empowering Take an interest in your team to find out what moves them, gives them satisfaction, makes them feel good etc Review whether your performance management systems are seen as fair, trustworthy, and transparent Link rewards and performance in areas such as praise, recognition, and job assignments Do a 360 feedback assessment to find out how other people see you and what it feels like to work for you Read Coaching People: Pocket Mentor Series (HBS Press Book) Take a course in advanced coaching skills Coaching Others Integrate development and coaching into team planning and performance management Cultivate your own peer-to-peer coaching network Ensure coaching integrates personal development and organizational needs Read Managing Stress (HBS Press Book) Encourage the team to be composed, relaxed and professional in open work places Coping with Pressure Provide opportunities for the team to relax and unwind Watch for the warning signs of extreme stress and depression in your team When under pressure, step back, get things in perspective, and if necessary develop a new game plan Copyright 2010 MySkillsProfile.com Page 12

25 Senior Level Managers Managing Change Competency Learning Suggestion Read HBR's 10 Must Reads on Managing Yourself (HBR OnPoint Collection) Initiating Activity Encourage the people you are responsible for to take the initiative and be proactive and inventive Consider how the organization could make a greater contribution to the community Identify potential candidates for additional responsibilities and assignments Coach and mentor others in the behaviors that demonstrate enterprise and resourcefulness Read Leading Through a Crisis (HBS Press Book) Encourage your managers to challenge each other and sharpen individual and collective thinking Taking Risks Assess whether the organizational climate is conducive to calculated risk-taking Coach and mentor others in intelligent risk taking Continue to take bold moves and calculated risks in order to make things better Read the Innovator's Guide to Growth: Putting Disruptive Innovation to Work by Scott Anthony, Mark Johnson, Joseph Sinfield and Elizabeth Altman Establish metrics to assess innovation-related activities Creating & Innovating Use the 4 Ps to capture an idea s business model: population, penetration, price, and purchase frequency Use your knowledge and expertise in innovation to support and coach others Create time for you and your team to identify opportunities for innovation Read Lead Change--Successfully, 3rd Edition (HBR Article Collection) Adapting to change Evaluate recent change projects use the DICE framework and identify the lessons learned Develop and promote executives who take calculated risks, deliver results, and lead in the face of uncertainty Use your expertise to support and coach others in managing change and supporting change leadership Be prepared to free up your best managers to lead key projects Copyright 2010 MySkillsProfile.com Page 13

26 Senior Level Managers Planning & Organizing Competency Analyzing & Interpreting Learning Suggestion Read Analytics at Work: Smarter Decisions, Better Results by Thomas Davenport, Jeanne Harris and Robert Morison Hire employees for their expertise with numbers and arm them with the best quantitative tools Raise the visibility of analytical and data-based decision making within the organization Use your knowledge and expertise to coach and support others in analytics Making Decisions Consider how you would handle investors, the community and the media if the company faced a major problem Read The Decision-Driven Organization by Marcia Blenko, Michael Mankins, and Paul Rogers Think about how to reorganize the structure of your business unit around decisions Assess whether you need to institutionalize decision making procedures, responsibilities and accountabilities Use your knowledge and expertise to coach and help develop other people in strategic decision making Carry out lookbacks on major decisions by the leadership team assessing outcomes and how to improve the process Read Strategic Intent by Gary Hamel and C.K. Prahalad (HBS Press Book) Identify the lessons learned from recent key projects Planning & Prioritizing Identify how to streamline and improve the organization s approach to planning and project management Use your knowledge and expertise to coach others in planning and project management Be prepared to question collective beliefs and pull the plug on bad projects before they fail Read Executing for Results (HBS Press Book) Consider how to redefine jobs, design training, and adapt reward systems to focus on processes as well as outcomes Monitoring Quality Make managers responsible for overseeing processes rather than activities Use your knowledge and expertise to coach others on how to improve quality and systems Establish metrics to measure cross-functional process performance Copyright 2010 MySkillsProfile.com Page 14

27 Senior Level Managers Interpersonal Skills Competency Learning Suggestion Read Communicating for Results Collection (HBR Special Collection) Evaluate the effectiveness of the organization s communication systems Communicating Review the effectiveness of your communications arrangements with stakeholders Use your knowledge and expertise in communications to coach others Listening & Supporting Consider whether you have struck the right balance between confidence and humility Read The Best Advice I Ever Got: Maureen Chiquet, Global CEO, Chanel by Daisy Wademan Dowling (HBR Article) Obtain feedback on whether people think the leadership team listens to their views and concerns Spend time visiting different parts of the business and listening to what employees say Use your expertise to help other people develop their listening skills Actively seek employee feedback and to listen to the feelings and gossip in the organization Read Loyalty Rules!: How Today's Leaders Build Lasting Relationships by Frederick Reichheld (HBS Press Book) Review the quality of relationships between members of the leadership team Relating & Networking Assess whether your company has genuine, open and collaborative relationships with its consumers Assess whether you have Japanese style partnering arrangements with your suppliers Use your skills and expertise to help others develop their relationship management skills Read What Makes a Decisive Leadership Team, 3rd Edition (HBR Article Collection) Worry about company performance and the kinds of teams that can deliver it. Team working Spend time with individual teams discussing your expectations of their purpose and goals Help project teams get the necessary cooperation by opening doors and dealing with political obstacles Use your team building skills to support and coach others Copyright 2010 MySkillsProfile.com Page 15

28 Senior Level Managers Results Orientation Competency Achieving Goals Learning Suggestion Read Execution Premium: Linking Strategy to Operations for Competitive Advantage by Robert Kaplan and David Norton Ensure that your managers have a clear understanding of the strategy and access to strategy documents, speeches by the CEO, reports to shareholders etc Develop a strategic plan that is simple, clear, and focused and review your progress continually Review whether changes to decision rights, information flows, motivators, and changes to structure are needed Use your knowledge and expertise to support and coach others in managing execution Read Employees First, Customers Second: Turning Conventional Management Upside Down by Vineet Nayar Review your customer service offering, how much it costs, your employees capability, and how customers are involved Meeting Customer Needs Take a fresh look at whether you have the right balance between technology and human contact Use your knowledge and expertise to coach and develop others in customer service Research future customer needs and how you intend to meet them Read Finance Basics for Tough Times (HBS Press Book) Identify how to improve the company s financial performance over the next 6 months Focusing on the Business Review the success of the company s briefings to the financial markets and investors Use your financial expertise to coach and mentor others Work out how to deal with a reset world of more regulation and greater interface with government Read Be a Better Leader, Have a Richer Life by Stewart Friedman (HBR Article) Review the organization s learning and development policies Learning & Developing Encourage your managers to clarify what s important to them and act with integrity and creativity Use your expertise to coach others in how to lead in all parts of their lives Continue to think about how to be a better leader and have a richer life Copyright 2010 MySkillsProfile.com Page 16