Executive Assessment & Coaching Module Overview
Facts and Figures about CCL We work with 30,000 leaders across 3,000 organizations on six continents and 130 countries, on a yearly basis. A research-driven, not-for-profit company, CCL makes substantial investments in Global Research, Innovation and Product Development. Expertise that we have been sharing since 1970. We operate from our offices in the United States (three campuses), Brussels, Moscow, Johannesburg, Addis Ababa, Singapore, New Delhi and Shanghai Our team counts 760 employees and 1,000 associates worldwide. Our experience indicates that the combination of self-reflection, feedback, simulation observed behavior, and coaching is one of the most effective ways in which people develop their most inner leadership characteristics. 2
CCL Mission To advance the understanding, practice and development of leadership for the benefit of society worldwide.
Participant Time Commitment Participant total hours: ~8 hours Welcome call and program overview 10 minutes Assessment completion and rater assignment 3 hours Pre- program coaching telephone call 1 hour 07 Dec feedback coaching session 3 hours Post- program coaching telephone call 1 hour
Important Dates 19 October 2017 Overview email to participants 20 October 2017 Assessment invitation emails sent to participants 20-24 October CCL welcome call to participants/staff (doesn t need to be scheduled) 27 October 2017 Automated system generated assessment reminder 01 November 2017 Feedback pairings shared with participants 03 November 2017 Automated system generated assessment reminder 10 November 2017 Assessment deadline (including rater 360s) 16 November 2017 Assessment scoring 22-30 November 2017 Pre-program telephone coaching calls to participants 07 Dec 2017 Feedback sessions at Airlie
Assessment Systems CCL s Internet Assessment System (IAS) From: Center_for_Creative_Leadership@ccl.org Subject: Center for Creative Leadership Contains a link to: https://ias.ccl.org. IAS Instruments & Forms (time to complete): MBTI II (40 minutes) FIRO-B (20 minutes) Benchmarks for Executives (40 min) Background Information Form (10 min) Supplemental Bio (10 min) Hogan Assessment Link Online (HALO) From: surveys@performanceprograms.com Subject: Hogan Development Survey Contains a link to: http://www.gotohogan.com HALO Instruments Hogan Development Survey (20-30 min) MBTI Instrument is a registered trademark owned by CPP, Inc. All rights reserved. The FIRO-B Instrument is a registered trademark owned by CPP, Inc. All rights reserved. The Hogan Development Inventory is a trademark owned by Hogan Assessment Systems, Inc. All rights reserved.
360 Rater Selection Guidelines Choose raters who meet many of the following criteria: They have worked with or known you long enough to observe you in a variety of situations You depend on them to get work done now They understand the nature of your work, and the challenges and opportunities you face They will provide supportive yet candid feedback They will engage with you in honest, reflective conversation about key learnings you choose to discuss from your feedback They represent a relationship with a significant objective opinion, such as a superior or customer CCL recommends contacting your raters in advance of sending the survey invitations. Some sample text of what to say to them can be found here: https://ias.ccl.org/suggestionsforraters.aspx?m%60ofv%60hdldz%3c2 A sample system generated rater invitation can be found here: https://ias.ccl.org/samplerateremail.aspx?m%60ofv%60hdldz%3c2%25flbhmszofjfx%3e33
360 Rater Selection Guidelines We recommend the following distribution: 1 Boss 1 Board Member or Superior 5 Peers 5 Direct Reports 5 Other The responses from your Direct Report raters are combined and displayed in aggregate on your feedback report to protect their anonymity. The same applies to the Peer category of raters. As a result, we require at least three (3) surveys from each of these rater groups in order for you to get a full feedback report. Feedback data from Boss, Superior and Others will be displayed in isolation, even if there is only one rater in each category. If there is more than one rater in those categories (e.g. two Bosses), the responses are reported in aggregate.
Face-to-Face Coaching Agenda for 07 December 3 hour sessions Two groups (14 participants before lunch and 14 participants after lunch) Program Start (Previous Day Recap) 0800-0845 Break 0845-0900 Group 1 FTF Coaching Session 0900-1200 Lunch 1200-1300 Group 2 FTF Coaching Session 1300-1600
Important Contacts For general questions or concerns about assessments, coaching, or module: CCL Project Manager, Kristi James, jamesk@ccl.org +1 336 286 4507 Technical Troubleshooting for CCL s Internet Assessment System (IAS) Global Client Services, info@ccl.org +1 336 545 2810 (Worldwide) +1 800 780 1031 (US or Canada) Technical Troubleshooting for Hogan Assessment Link Online (HALO) Hogan customer service team, 1 877 670 0637 or support@hoganassessments.com Performance Programs, Inc., (800) 565-4223 or surveys@performanceprograms.com
360 Degree Assessment Instrument
Benchmarks for Executives Focus The challenges faced by executives at the top levels in an organization can differ a great deal from those at the middle management level. Benchmarks for Executives is a 360-degree assessment designed to address the specific leadership issues of top-level executives. These individuals see their feedback data compared to an exclusive normative base of other top executives. Unlike other assessments that contain normative data encompassing all users, Benchmarks for Executives data are screened to ensure that only the very top-level leaders are included in the normative base. http://www.ccl.org/leadership/ benchmarksforexecutives
Self-Assessment Instruments
Myers-Briggs Type Indicator (MBTI Step II ) Focus "MBTI Step II is the result of many years of research and observation that began with Isabel Myers' development of the MBTI personality inventory in the 1940s. The basic versions of the Indicator (Form M and the earlier Form G) yield type descriptions distinguishing the sixteen types from one another but offer relatively few clues as to how people of the same type may differ. In adding items that were not scored for four-letter type, Myers' intent was to enable exploration and identification of individuality within each of the sixteen types. She was in the process of developing this aspect of her work more fully at the time of her death in 1980. http://www.myersbriggs.org/using-type-as-aprofessional/mbti-step-ii-instrument/ Excerpted from MBTI Step II Manual: Exploring the Next Level of Type Within the Myers-Briggs Type Indicator Form Q MBTI Instrument is a registered trademark owned by CPP, Inc. All rights reserved.
Fundamental Interpersonal Relations Orientation-Behavior (FIRO-B ) Focus The FIRO-B instrument identifies how you tend to behave toward others and how you want them to behave toward you. Your FIRO-B results can help you increase your selfunderstanding in a number of important areas, including how you handle interpersonal relationships and your own social needs, how others perceive you, and how you see them. The 54-item FIRO-B assessment measures interpersonal needs on three scales: Inclusion, Control, and Affection. https://www.cpp.com/products/firo-b/index.aspx The FIRO-B Instrument is a registered trademark owned by CPP, Inc. All rights reserved.
Hogan Development Survey (HDS) Focus The Hogan Development Survey (HDS) identifies personality-based performance risks and derailers of interpersonal behavior. The behaviors are most often seen during times of stress and may impede work relationships, hinder productivity, or limit overall career potential. These derailers deeply ingrained in personality affect an individual s leadership style and actions. If these behavior patterns are recognized, however, they can be compensated by development and coaching. http://www.hoganassessments.com/con tent/hogan-development-survey-hds Under normal circumstances, the escalated scores on the HDS scales may actually be strengths. However, when an individual is tired, pressured, bored, or otherwise distracted, these factors may impede effectiveness and erode the quality of relationships with customers and colleagues. The Hogan Development Inventory is a trademark owned by Hogan Assessment Systems, Inc. All rights reserved
Important Contacts For general questions or concerns about assessments, coaching, or module: CCL Project Manager, Kristi James, jamesk@ccl.org +1 336 286 4507 Technical Troubleshooting for CCL s Internet Assessment System (IAS) Global Client Services, info@ccl.org +1 336 545 2810 (Worldwide) +1 800 780 1031 (US or Canada) Technical Troubleshooting for Hogan Assessment Link Online (HALO) Hogan customer service team, 1 877 670 0637 or support@hoganassessments.com