IML 360 O Feedback Survey MANAGE AND LEAD OTHERS PREPARED FOR Steven Smith Smith Enterprises 1 August 2017
Page 0 Institute of Managers and Leaders (Group) Limited ACN: 163 376 921 Reproduction of this report can only be done with the express permission of The Institute of Managers and Leaders (IML) Australia and New Zealand.
Page 1 Welcome to the Institute of Managers and Leader s 360 Report! The Institute of Managers and Leaders is a non-profit Membership organisation and the gold standardsetting professional body for management and leadership competence and excellence. We passionately believe that great leadership is the first step towards a better world and for 76 years, we have been supporting professionals on their management and leadership journey in keeping with our vision Creating better managers and leaders for a better society. The IML 360 is one of the foundational tools available to organisations to assist them on this journey. About your Report The IML 360 is underpinned by the Institute of Managers and Leaders (IML) Competency Framework and ultimately by the same framework that supports the Chartered Manager designation. Measured across three key levels; Manage and Lead Self, and Manage and Lead the Business and Resources, these reports provide a unique benchmark and measurement capability that can provide direction to your development plans. The IML 360 measures the frequency of demonstrated behaviours aligned to the competency framework. Those completing the IML 360 survey, including yourself and nominated raters, nominated how often you display a particular behaviour. The ratings that your observers have given you, have been combined into an average score for each statement rated, using the following scale: This report will present the overall results of the 360 survey then drill down into the results for each competency. The IML Management and Leadership Competency Framework The full IML Management and Leadership Competency framework is provided at the end of this report. The framework does not protest to be a catch all in terms of the wide range of skills that is required to be an effective and engaging manager and leader but does provide a strong and broad basis of these same skills. A few key points to note: The competency model is cumulative that is, the skills you learn and develop within Manage Self need to be further developed and utilised within the Manage Others and Manage business levels. Many of these initial competencies are key to your entire career journey although the context may change as you progress. The ideal is always to develop a competency before you need it and this is especially true for those within and Manage and Lead the Business and Manage Resources. Try and stay ahead of your development needs.
Page 2 Summary of Results The average rating given by the Leader (Self) and by his/her Observers for each competency are summarized in the following table and graph. Blank Score - no rating was received for that module, which means that the behaviour was not observed. Gaps - the difference in perception of performance given by the Leader and given by their Observers. Negative score - the perception of the Leader is (significantly) higher than the perception of the Observers. Positive score - the perception of the Observers is (significantly) higher than the perception of the Leader. Manage and Lead Self Competencies: Manage Self Observer Rating (avg) 1 Manage personal and professional development 2.2 0.2 2 Manage time and priorities 1.9-0.1 3 Communicate effectively 2.5-0.4 4 Develop and maintain professional networks 3.2 1.2 5 Foster emotional intelligence and resilience 0.0 6 Cultivate business acumen seeing the bigger picture 1.9-1.1 7 Develop creative and innovative thinking 0.3 8 Develop decision making and problem solving 2.1-0.9 3.2 2.5 2.2 1.9 1.9 2.1 Manage Personal and Professional Development Manage Time and Priorities Communicate Effectively Develop and Maintain your Professional Networks Foster Emotional Intelligence and Resilience Cultivate Business Develop Creative Acumen - Seeing and Innovative the bigger picture Thinking Develop Decision Making and Problem Solving
Page 3 Summary of Results (cont.) The following summarises the results of the level of the Competency Framework. Competencies: 1. Lead your team and area of responsibility 2. Develop individuals 3. Coaching and mentoring 4. Develop high performing teams 5. Delegate effectively 6. Develop and sustain collaborative relationships 7. Manage people performance 8. Manage conflict 9. Recruit, select, induct and retain people 10. Influence and negotiation skills 11. Manage and value diversity Observer Rating (avg) 5.0-2.2-0.8 2.1-0.9 2.5 1.6-0.9 1.8-1.2 0.3 2.2-0.8 2.1-1.0 1.0 2.8 0.8 5.0 4.3 2.2 2.1 2.5 1.6 1.8 2.2 2.1 2.8 0.0 Lead your team and area of responsibility Develop individuals Coaching and Develop high mentoring performing teams Delegate effectively Develop and sustain collaborative internal and external relationships Manage people performance Manage conflict Recruit, Influence and Manage and select, induct negotiation value and retain people skills diversity
Page 4 Module Rating by Observer Groups Manage and Lead Self The chart below shows the average score for each Observer group that provided feedback on this Leader. Manage Personal and Professional Development 2.2 2.2 2.1 Manage Time and Priorities 1.9 1.9 1.9 Communicate Effectively 2.2 1.9 1.8 Develop and Maintain your Professional Networks 2.9 3.2 2.6 4.0 Foster Emotional Intelligence and Resilience 2.2 2.1 2.2 2.8 Cultivate Business Acumen - Seeing the bigger picture 2.1 1.8 1.7 Develop Creative and Innovative Thinking 2.2 2.2 Develop Decision Making and Problem Solving 2.1 1.9 2.4 2.9 MANAGER DIRECT REPORT PEER OTHER
Page 5 Module Rating by Observer Groups Lead your team and area of responsibility 2.7 2.8 4.0 Develop individuals Coaching and mentoring 1.9 1.9 2.1 2.1 2.1 2.1 2.8 Develop high performing teams Delegate effectively 1.6 1.6 1.6 1.6 1.8 1.8 1.8 1.8 Develop and sustain collaborative internal and external relationships Manage people performance Manage conflict Recruit, select, induct and retain people Influence and negotiation skills Manage and value diversity 2.8 3.3 3.3 MANAGER DIRECT REPORT PEER OTHER
Page 6 Analysis by Competency The following sections show the rating given by the Leader (Self) and the average rating given by his/her Observers by statement in each Competency. Blank Score - no rating was received for that module, which means that the behaviour was not observed. Gaps - the difference in perception of performance given by the Leader and given by their Observers. Negative score - the perception of the Leader is (significantly) higher than the perception of the Observers. Positive score - the perception of the Observers is (significantly) higher than the perception of the Leader. Data Displays Your survey results will be displayed in 3 separate ways: 1. Donut Chart will easily display the overall competency results (Self score, Observer average score and Gap) -0.5 2. Table will break down the scores based on each competency statement 3. Bar Chart will visually display the scores based on each competency statement
Page 7 Manage and Lead Self The following sections contain your results on the Manage and Lead Self competencies 1. Manage Personal and Professional Development 2. Manage Time and Priorities 3. Communicate Effectively 4. Develop and Maintain Your Professional Networks 5. Foster Emotional Intelligence and Resilience 6. Cultivate Business Acumen Seeing the Bigger Picture 7. Develop Creative and Innovative Thinking 8. Develop Decision Making and Problem Solving
Page 8 Manage and Lead Self Manage Personal and Professional Development Possibly one of the corner stones to career development and progression is the notion of taking control and ownership of your own personal and professional development. This requires an ongoing commitment and a regular review and refresh of where you have been and where to from here. 0.6 Manage Personal and Professional Development Observer Rating (avg) 1. You are committed to continuously improving yourself 0.0 2. You are aware of and understand your strengths and work to maximise them at work 2.1 0.1 3. You understand and work to compensate for weaknesses and limits 0.3 2.1 0.1 2.1 You are committed to continuously improving yourself You are aware of and understand your strengths and work to maximise them at work You understand and work to compensate for weaknesses and limits
Page 9 Manage and Lead Self Manage Time and Priorities Time is our most precious and valuable resource. How we use it each day can affect not just our outputs but also our overall state of mind and wellness. Great time management and effective and efficient administration of priorities is fundamental to success as an employee and also as a manager and leader. -1.0 Manage Time and Priorities 1. 2. Observer Rating (avg) You utilise your time effectively and in a way that maximises productivity 1.9-0.1 You focus your attentions on the most important priorities 1.9-0.1 3. You can easily juggle to a wide range of tasks 0.3 0.0 1.9 1.9 You utilise your time effectively and in a way that maximises productivity You focus your attentions on the most important priorities You can easily juggle to a wide range of tasks
Page 10 Manage and Lead Self Communicate Effectively The key factor that many great leaders have is undeniably that of being a great communicator. Its importance at all levels of an organization cannot be under represented. Measured here across verbal communication, listening, presenting and writing skills, it is important that you consider carefully your strengths and areas of development as you move through your career. -0.5 Communicate Effectively Observer Rating (avg) 1. You practice attentive and active listening 0.3 2. You have the patience to hear people through with thoughts or ideas 0.0 3. You effectivley provide the information people need to know to do their jobs 2.1 0.1 4. You provide individuals information so that they can make correct decisions 0.0 5. You are timely with providing information 1.5-1.5 6. You communicate with clarity and purpose 1.5-0.5 7. You easily maintain a balanced two way dialogue with others -1.0 8. You are effective in a range of presentation situations and styles -1.0 9. You hold attention and manage group process during presentations -0.7 10. You write clearly and succinctly in a variety of communication settings and styles 2.2-0.8 11. You can get messages across that have the desired effects 0.0 2.5-0.5 2.1 2.2 1.5 1.5 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.
Page 11 Manage and Lead Self Develop and Maintain Your Professional Networks Networking has always been an important competency to really understand and to develop but today more than ever networks are key. As the world, has moved more online this has become more complex but also in many respects easy to develop and sustain your links. Think about not just where you are now, but where you want to be, personally and professionally and use your networks to grow and develop. 1.2 Develop and Maintain your Professional Networks 1. 2. Observer Rating (avg) You identify and work with people and organisations that can provide support for your work. 3.3 1.3 You work to develop an atmosphere of professionalism and mutual support. 3.2 1.2 3. You keep promises and honour commitments. 3.1 1.1 3.2 1.2 3.3 3.2 3.1 You identify and work with people and organisations that can provide support for your work. You work to develop an atmosphere of professionalism and mutual support. You keep promises and honour commitments.
Page 12 Manage and Lead Self Foster Emotional Intelligence and Resilience In essence, Emotional Intelligence is the ability to identify and manage your own emotions and the emotions of others. The importance of self-awareness and this awareness of how your emotions affect others and empathy for how others are feeling is now considered an absolute bedrock of management and leadership. The good news is that you can measure both the trait and behaviours associated with your EI and furthermore you can develop this as a competency. At IML, we use the Genos Emotional International assessment for measuring these behaviours. 0.0 Foster Emotional Intelligence and Resilience 1. You understand the impact your behaviour has on others Observer Rating (avg) 2.2 2. You make others feel appreciated 3. You respond effectively when challenged 4. You involve others in decisions that effect that their work 5. You demonstrate a positive, energising demeanour 6. You recognise others hard work and achievements 2.2-0.8 2.1 2.6 0.6 0.3 0.3 0.0 2.2 2.2 2.1 2.6 0.0 0.0 You understand the impact your behaviour has on others You make others feel appreciated You respond effectively when challenged You involve others in decisions that effect that their work You demonstrate a positive, energising demeanour You recognise others hard work and achievements
Page 13 Manage and Lead Self Cultivate Business Acumen Seeing the Bigger Picture Business Acumen means different things to different people, however, in this context, it is your ability to consider the business as a whole and an understanding how the different moving parts work together. Whilst important as an individual contributor, this becomes critical as you move into a leadership role and various competing issues need to be considered in terms of decision making and people management. -1.1 Cultivate Business Acumen - Seeing the bigger picture Observer Rating (avg) 1. You understand how the business operates as a whole -1.0 2. You are aware of the key competitors within your industry 1.9-1.1 3. You are across how strategies and tactics work in your organisation 1.7-1.3 1.9-1.1 1.9 1.7 You understand how the business operates as a whole You are aware of the key competitors within your industry You are across how strategies and tactics work in your organisation
Page 14 Manage and Lead Self Develop Creative and Innovative Thinking We live in a world of increasing levels of disruption, especially in relation to digital and advancements in technology. Given our brains are all wired differently, often this competency is as much about your ability to think creatively as it is to develop and manage the overall creative process within the organization and tap into those people and processes that will foster innovation for future growth. 0.3 Develop Creative and Innovative Thinking Observer Rating (avg) 1. You come up with a lot of new and unique ideas 0.0 2. You easily make connections among previously unrelated ideas and views 3. You tend to be seen as original and value adding in brainstorming sessions 2.6 0.3 2.6 You come up with a lot of new and unique ideas 0.0 You easily make connections among previously unrelated ideas and views 0.0 You tend to be seen as original and value adding in brainstorming sessions
Page 15 Manage and Lead Self Develop Decision Making and Problem Solving Research would suggest we make anywhere up to 35,000 decisions a day. As a manager and leader that can be higher and very often those decisions affect those around us. Our decisions are also greatly affected by our surroundings and personal well-being. Developing and refining your decision-making skills is another competency that is fundamental throughout your entire career as a manager and leader. -0.9 Develop Decision Making and Problem Solving Observer Rating (avg) 1. You are able to make quick decisions -0.7 2. You make good decisions based on a mixture of analysis, experience and judgement 0.0 3. Most of your solutions and suggestions turn out to be correct and accurate when judged over time 2.7 0.7 4. You are often asked for your advice and solutions to problems 2.1 0.1 5. You use careful logic and techniques to solve difficult problems with effective solutions -0.8 6. You tap into a range of sources for answers 4.0-7. You can generally foresee hidden problems 4.0 1.7 - You see beyond the obvious and don't stop at the first 8. answer 4.0 1.7-2.1-0.9 4.0 4.0 4.0 2.7 2.1 1.7 1.7 You are able to make quick decisions You make good decisions based on a mixture of analysis, experience and judgement Most of your solutions and suggestions turn out to be correct and accurate when judged over time You are often asked for your advice and solutions to problems You use careful logic and techniques to solve difficult problems with effective solutions You tap into a range of sources for answers You can generally foresee hidden problems You see beyond the obvious and don't stop at the first answer
Page 16 The following sections contain your results on the competencies. 1. Lead Your Team and Area of Responsibility 2. Develop Individuals 3. Coaching and Mentoring 4. Develop High Performing Teams 5. Delegate Effectively 6. Develop and Sustain Collaborative Relationships 7. Manage People Performance 8. Manage Conflict 9. Recruit, Select, Induct and Retain People 10. Influence and Negotiation Skills 11. Manage and Value Diversity
Page 17 Lead Your Team and Area of Responsibility Peter Drucker, once stated that Management is doing things right and Leadership is doing the right things. Leadership is about developing a common sense of purpose in your team, setting a vision that aligns to the overall company direction and behaving in a way that endears respect and trust while being fair and consistent. - Lead Your Team and Area of Responsibility 1. 2. 3. Observer Rating (avg) You work hard to develop a sense of common purpose within your team 5.0 3.6-1.4 You articulate a vision that generates excitement, enthusiasm and commitment 5.0 2.5-2.5 You show integrity, fairness and consistency in decision making 5.0-5.0-5.0 5.0 5.0 3.6 2.5 You work hard to develop a sense of common purpose within your team You articulate a vision that generates excitement, enthusiasm and commitment You show integrity, fairness and consistency in decision making
Page 18 Develop Individuals A mark of a great manager and leader is their ability to develop the individuals within their team, to understand their strength and weaknesses and to work with them on development opportunities. This can involve benchmarking capabilities, setting goals and working together to increase capacity and capability. -0.8 Develop Individuals 1. You are a natural at developing your people Observer Rating (avg) 2.9-0.1 2. You hold regular development conversations with your team -1.0 3. You are across the goals and aspirations of your team members 1.8-1.3 2.2-0.8 2.9 1.8 You are a natural at developing your people You hold regular development conversations with your team You are across the goals and aspirations of your team members
Page 19 Coaching and Mentoring The skills to be able to coach and mentor your team as appropriate is a key competency that is growing in demand. The ability to work one on one with a variety of personality types, empathise with their issue and challenges, listen and identify key roadblocks and set a course for improvement is a fundamental skillset required by all managers and leaders. -0.8 Coaching and Mentoring 1. You empathise easily with other people 2. You have well developed listening skills 3. You have the capacity to empower others Observer Rating (avg) 5.0 2.5-2.5 0.0 0.0 2.2-0.8 5.0 2.5 You empathise easily with other people You have well developed listening skills You have the capacity to empower others
Page 20 Develop High Performing Teams Today more than ever, the importance of teams is paramount. As traditional work structures change the focus on high performing teams, and the ability to get a diverse employee mix to not just function, but excel, will make the difference to taking things to another level. Communication is key, as is the ability to drive the group towards a shared goal and vision be it a sales target or project outcome. -0.9 Develop High Performing Teams Observer Rating (avg) 1. You create energy and enthusiasm in your team 0.0 2. You resolve conflicts and develop cooperation within your team 1.5-1.5 3. You communicate regularly and effectively with your team 4. Your team trusts you and your decisions 1.5-0.5 1.5-1.5 2.5 1.6-0.9 1.5 1.5 You create energy and enthusiasm in your team You resolve conflicts and develop cooperation within your team You communicate regularly and effectively with your team
Page 21 Delegate Effectively Delegation is at the heart of management and getting work done through others. Providing clear and concise directions, staying on top of progress and being able to share accountability and responsibility across your team is paramount to organizational health and success. -1.2 Delegate Effectively Observer Rating (avg) 1. You clearly and easily delegate tasks and decisions -1.0 2. You share both responsibility and accountability across team members 1.7-1.3 3. You have confidence in other peoples performance 1.7-1.3 1.8-1.2 1.7 1.7 You clearly and easily delegate tasks and decisions You share both responsibility and accountability across team members You have confidence in other peoples performance
Page 22 Develop and Sustain Collaborative Relationships Great managers and leaders know how to work a room and know how to develop strong relationships across a broad cross section of internal and external stakeholders. This can often be the difference between success and failure, especially in relation to projects and inter departmental outcomes. It is important to communicate effectively and also to understand and manage conflict well. 0.3 Develop and Sustain Collaborative Relationships 1. You work with others to share information and achieve goals. Observer Rating (avg) 1.7-0.3 2. You maintains positive and productive relationships 2.5 0.5 3. You resolve conflicts, confrontations and disagreements positively and constructively. 2.7 0.7 0.3 2.5 2.7 1.7 You work with others to share information and achieve goals. You maintains positive and productive relationships You resolve conflicts, confrontations and disagreements positively and constructively.
Page 23 Managing People Performance It has been well documented that people actually like to have a framework around their role and flourish in an environment where they know what s expected. Having a clear and accurate role description, KPI s that make sense and a regular and robust performance check in process provides a win-win-win for employee, managers and the organisation. -0.9 Manage People Performance 1. 2. 3. 4. Observer Rating (avg) You develop and agree performance indicators with relevant staff You conduct performance management in accordance with organisational protocols and time lines You conduct formal structured feedback sessions as necessary and in accordance with organisational policy -0.8 You reinforce excellence in performance through recognition and continuous feedback 2.1-0.9 0.0 0.0 0.0 You develop and agree performance indicators with relevant staff You conduct performance management in accordance with organisational protocols and time lines You conduct formal structured feedback sessions as necessary and in accordance with organisational policy You reinforce excellence in performance through recognition and continuous feedback
Page 24 Manage Conflict Conflict, and dealing with it well, is at the very heart of organizational health. Understanding conflict, dealing with it in a professional and respectful manner and resolving for mutual benefit are skills that can be learnt, developed and mastered. Great managers and leaders know to expect conflict and to use it for the benefit of the team and overall organisation. 0 Manage Conflict 1. You embrace conflicts versus avoiding 2. You read situations accurately and quickly 3. You can negotiate agreeements and settle conflict equitably Observer Rating (avg) 2.1 0.0 0.0 0.0 You embrace conflicts versus avoiding You read situations accurately and quickly You can negotiate agreeements and settle conflict equitably
Page 25 Recruit, Select, Induct and Retain People In the book, Good to Great (Collins 2001), Jim Collins stressed the importance of having the right people on the bus and importantly the wrong people off the bus. Hiring well and onboarding new employees in a way that makes them feel valued from the get go is probably the most poorly executed of all managerial skills. Often this is because of the urgency around filling roles and getting someone up to speed quickly. Often you are just too busy and leave it to HR. Taking time out and being actively involved in who joins your team will solve a world of heartache down the track. -1.0 Recruit, Select, Induct and Retain People 1. You embrace conflicts versus avoiding 2. You read situations accurately and quickly 3. You can negotiate agreeements and settle conflict equitably Observer Rating (avg) -1.0-1.0-1.0 0.0 You embrace conflicts versus avoiding You read situations accurately and quickly You can negotiate agreeements and settle conflict equitably
Page 26 Influence and Negotiation Skills The ability to influence those around you and negotiate well is a fundamental skill required for effectively and successfully managing and leading. Each and every day we seek to influence and negotiate with a wide range of internal and external stakeholders. To reach positive outcomes and agreements without damaging relationships is a craft that can be developed and nurtured throughout your career. 0.9 Influence and Negotiation Skills 1. You can win concessions without damaging relationships Observer Rating (avg) 2.9 2. You gain trust quickly with other parties to negotiations 2.9 0.9 You are able to persuade others and negotiate to reach 3. agreement 2.8 2.9 0.9 2.9 2.9 2.8 0.0 You can win concessions without damaging relationships You gain trust quickly with other parties to negotiations 0.0 You are able to persuade others and negotiate to reach agreement
Page 27 Manage and Value Diversity Today, diversity matters more than ever. As a manager, you need to be tapped into the benefits of a diverse team in relation to a broad cross section of characteristics and understand how to manage and maximize the benefits of that diversity. Managing and valuing diversity needs to be proactive, intentional and front of mind, from selection and onboarding, through to delegating and managing teams and projects. Don t leave this to chance. 0.8 Manage and Value Diversity Observer Rating (avg) 1. You promote and support equal and fair treatment of all 2.8 You proactively look to recruit, develop and promote a 2. variety of people without regard to class 2.8 0.8 3. You manage all kinds and classes of people equitably 1.0 2.8 0.8 2.8 2.8 0.0 You promote and support equal and fair treatment of all You proactively look to recruit, develop and promote a variety of people without regard to class You manage all kinds and classes of people equitably
Page 28 Comments The following sections show the verbatim comments from Leaders and Observers: As a manager and leader, what are the best things that this person does and should continue to do?
Page 29 Comments (Cont.) As a manager and leader, what are the things this person should work on or do more of?
Page 30 Full IML Management and Leadership Competency Framework Manage Self 1. Manage personal and professional development 2. Manage time and priorities 3. Communicate effectively 4. Develop and maintain your professional networks 5. Foster Emotional Intelligence and resilience 6. Cultivate business acumen Seeing the bigger picture 7. Develop creative and innovative thinking 8. Develop decision making and problem solving 1. Lead your team and area of responsibility 2. Develop individuals 3. Coaching and mentoring 4. Develop high performing teams 5. Delegate effectively 6. Develop and sustain collaborative relationships 7. Manage people performance 8. Manage conflict 9. Recruit, select, induct and retain people 10. Influence and negotiation skills 11. Manage and value diversity Manage and Lead the Business 1. Provide leadership across the organization 2. Develop and implement your organisation s vision, values and culture 3. Facilitate and manage innovation, change and continuous improvement 4. Manage operational and strategic plans 5. Provide governance 6. Manage financial resources 7. Manage human resources 8. Promote equality of opportunity, diversity and inclusion 9. Manage physical and technical resources 10. Manage information and knowledge 11. Manage business operations and projects 12. Manage procurement 13. Manage sales and marketing 14. Manage customer services 15. Manage quality and performance
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